As mentioned earlier, the new version of the syllabus describes this task as follows:
3. Attach importance to service-oriented leadership
In PMBOK, there are special descriptions of different leadership styles. The original text is as follows:
Research shows that project managers can adopt multiple leadership styles. Among these styles, the most common ones include (but are not limited to):
• Laissez-faire leadership (for example, allowing teams to make independent decisions and set goals, also known as "hands-off");
• Transactional leadership (for example, rewards based on goals, feedback and achievements, exception management);
• Service-oriented leadership (for example, make a service commitment and think about others first; focus on the growth, learning, development, autonomy and well-being of others; focus on interpersonal relationships, communities and cooperation; service takes precedence over leadership);
• Transformational leadership (for example, improving the ability of followers through idealized traits and behaviors, encouraging motivation, promoting innovation and creativity, and personal care);
• Charismatic leadership (for example, being able to motivate others; full of energy, enthusiasm, confidence; strong persuasion);
• Interactive leadership (for example, combining the characteristics of transactional, transformational, and charismatic leadership).
In the previous PMBOK version, there was no actual emphasis on different types of leadership, because in most projects, the project manager is a manager, including managers, managers, responsible for producing results, which basically belongs to the typical "transactional leadership" style. It is the typical trading behavior of "you give me results, I give you wages; you give me performance, I give you bonuses". However, in the new syllabus, service-oriented leadership is emphasized. Service-oriented leaders do more than "management" but "promotion".
In traditional projects, if the project manager is separated from "management", the project cannot be completed, but in modern agile projects, the management role of the project manager is greatly reduced, due to the uncertainty of business needs and the faster change of external environment , There is no way to make a detailed overall plan at the beginning, but small steps and continuous iteration, trial and error with minimum cost. Therefore, in agile, we pay more attention to the role of the team, and the role of the project manager is to promote, and is also known as "servant leadership", so the knowledge point of "service leadership" will be considered in agile.
In the basic framework of ACP, the main responsibilities of servant leadership in agile projects include: managing relationships, promoting collaboration, establishing communication, providing support, removing obstacles, practicing agile, and meeting team needs. Special emphasis is placed on the overall framework:
• Promoting role of servant leadership-from "management coordination" to "promoting cooperation"
• Eliminate organizational barriers
• Paving the way for others to contribute
(More agile content, we will summarize in the subsequent articles.)
So when everyone judges that the test questions are agile, then the role of the project manager will be transformed into "facilitator" or "servant leadership".
Exercise
Example 5. What key contribution did the servant leadership role make in the team?
A. Define the content of the iteration to-do list
B. Remove obstacles for team members
C. Assign work to team members
D. Create work item estimates
[Analysis]: Answer B. Servant leadership has also become a service-oriented leadership. The main responsibilities of servant leadership include: managing relationships, promoting collaboration, establishing communication, providing support, removing obstacles, practicing agility, and meeting team needs.
4. Determine the appropriate leadership style
The leadership style presented here is slightly different from the leadership style mentioned in point 3. This refers to the use of different leadership methods at different stages of the project. This content corresponds to the Tackman ladder theory in Chapter 9 of PMBOK. The original description of PMBOK is as follows:
There is a model of team development called Tuckman's ladder theory, which includes the five stages that team building usually goes through. Although these stages are usually carried out in sequence, it is not uncommon for teams to stay at a certain stage or retreat to an earlier stage; and if team members have worked together before, project team building can also skip a certain stage.
• Formation stage: At this stage, team members know each other and understand the project and their formal roles and responsibilities in the project. At this stage, team members tend to be independent of each other and will not be open and honest.
• Shock phase: At this stage, the team begins to engage in project work, make technical decisions, and discuss project management methods. If team members cannot treat different views and opinions with cooperation and openness, the team environment may become counterproductive.
• Normative stage: In the normative stage, team members start to work together and adjust their work habits and behaviors to support the team, and team members will learn to trust each other.
• Maturity stage: After entering this stage, the team works like an organized unit, and team members rely on each other to solve problems smoothly and efficiently.
• Dissolution phase: In the dissolution phase, the team completes all work and the team members leave the project. Usually after the project deliverables are completed, or during the end of the project or phase, the personnel are released and the team is disbanded.
Project team members have to go through five stages: formation, shock, standardization, maturity, and dissolution. The morale of each stage is different, the performance of each stage is different, and the behavior mode is different. The leadership role of the project manager at different stages should also change, summarized as follows:
Table 1. Tuckman's ladder theory and leadership style
Exercise
Example 6. The project manager is selected as an alternative project manager of the project team to join a project. In the initial meeting, the project manager found that there were many different opinions on how to resolve the technical decision, and the team members did not respect each other's opinions.
At what stage is the team building?
A. Shock phase
B. Formation stage
C. Specification stage
D. Mature stage
This question clearly indicates the current stage. At this time, the project manager uses a coaching leadership style to resolve conflicts, formulate basic rules, and put the team on the right track.
[Analysis]: Answer A. This question examines Tuckerman's ladder theory (concussion phase). Shock stage. At this stage, the team began to engage in project work, make technical decisions and discuss project management methods. If team members cannot treat different views and opinions with cooperation and openness, the team environment may become counterproductive.
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