Projectmanagerleadershipbehavior:task-Oriented Versus Relationship-Oriented

Abstract

In this paper, we examined managers' leadership behavior when working on a simulated team project regarding task-oriented versus relationship-oriented leadership behavior to effectively achieve successful project completion. Managers attending an advanced project management development program responded to the Fielder Leadership Behavior Style Self-Assessment, which is a useful framework to determine task-oriented versus relationship-oriented leadership behavioral styles. The degree of task-oriented versus relationshiporiented leadership behavior styles was assessed to determine the approach taken by the managers for achieving successful project completion. A Pearson's chi-square test was conducted to determine whether the observed values were significantly different from an expected value of five. The findings can contribute to better understanding the leadership styles, which characterize project management accomplishment. stakeholders' expectations. To accomplish project completion success, project managers must have a good understanding of how to apply the tools and techniques of quality project management (Anderson, 1992; PmBOK, 2017). However, project management is more than applying the technical skills of doing the project work by using specific knowledge, methods, and techniques, such as planning, scheduling, budgeting, and computing, and working with numbers, templates, charts, and graphs. Crucially, project managers, project managers must lead the project team members, interact efficiently, and influence other stakeholders (Hardy-Vallee, 2012; Kumar, 2009). Therefore, there is a wide range of interpersonal skills that a project manager must develop and learn to use at the appropriate time; these skills include leadership, communication, organization, team-building, coping, risk management, conflict, planning, administration, resource allocation, and change management skills

Emotional awareness amongst middle leadership

“…For example, at the individual level, task-orientated leaders were said to have a high need for achievement (Henkel et al, 2019). Indvik (1986) pointed out that often achievement-orientated leaders were cold and aloof, signalling their preference for psychological distance from followers (Blau and Scott, 1962).…”

“…Leadership theorists such as McClelland (1961), Wofford (1970), Jago (1982), Vroom and Jajo (2007) and Henkel et al (2019) have all become interested in developing strategies that would enable leaders to integrate these two fundamental leadership roles. For this paper, these will be referred to as task-oriented and relationship-oriented leadership in order not to attribute the approaches to one particular leadership theory.…”

A Study on the Influence of Project Leadership on Project Management and Performance

“…In another view, Henkel, Marion and Bourdeau (2019) indicate that irrespective of the type of leadership and the levels of competencies a project manager has, the fundamental aspect that determines how projects are executed and therefore the success or failure, is whether a project manager is a relationship-oriented or taskoriented leader. According to these authors, relationship-oriented project leaders are likely to achieve better performance results compared to task-oriented due to their impact on project team's motivation and perception (Henkel et al, 2019).…”

Empathic gaze: a study of human resource professionals

“…However, Wall et al (2017) suggest that there is extensive literature on the positive role that emotions play at the personal, organisational and societal levels, including workplace job satisfaction. Leadership theorists such as McClelland (1961), Wofford (1970), Jago (1982), Vroom and Jajo (2007), and more recently Henkel et al (2019) and Psychogios and Dimitriadis (2021) have all become interested in developing strategies that would enable leaders to integrate these two fundamental leadership roles. For this paper, these will be referred to as task-oriented and relationship-orientated leadership in order not to attribute the approaches to one particular leadership theory.…”