Leadership versus management with comparisons and case study for successful project management.

1. MANAGING
VERSUS LEADING

2. MANAGING
• Managing is concerned with:
• making plans and estimates,
• collecting and analyzing project and product data,
• reporting progress,
• controlling the development process and the work products,
• and identifying and reducing risk factors.

3. LEADING:
• Leading is concerned with
• communicating with your project personnel and
• Stakeholders, coordinating the work activities,
• and maintaining morale.

5. TERMS
• Good managers are not necessarily good leaders, and good leaders are not
necessarily good managers.
• Managing is an analytical activity whereas leading involves human relations.
• Different personality traits and different skill sets are required for
management and leadership.
• Some excellent managers are poor leaders and some excellent leaders are
poor managers.

6. DIVISION OF RESPONSIBILITIES
• The project manager is responsible for delivering an acceptable product on
schedule and within budget.
• The technical leader (software architect) is responsible for leading the project
team to achieve the “acceptable product” part of the equation, within the
constraints of schedule and budget.

7. ATTRIBUTES OF MANAGER:
• Time management
• Interpersonal skills
• Decision Maker
• Building Relations
• Inspirational skills
• Remain flexible

8. ATTRIBUTES OF LEADER:
• Listens carefully
• Accept responsibility
• Facilitates communication
• Facilitates teamwork
• Coordinates work activities
• Speaks with individuals on a daily basis
• Coaches and trains
• Maintains enthusiasm
• Resolves conflicts

9. DIFFERENCES:
Managers VS Leaders
• Managers develop policies and procedures. Leaders develop vision and
strategy.
• Managers direct and control. Leaders motivate and inspire.
• Manager explain what we have to do Leaders explain where we are
going.
• Managers concerned with present. Leaders concerned with future.
• Managers are bottom line oriented. Leaders are big picture oriented.
• Managers are concerned with projects. Leaders concerned with people.
• Managers manage transformation. Leaders inspire change.
• Managers require concrete data. Leaders require abstract thinking.

10. CASE STUDY: CAN’T _Won't

11. ADDRESSES:
• Observation of Andy Grove, a founder and former CEO of Intel Corporation.
• If a software developer wants to do a good job but can’t, it may be because
She or He lacks training, skill, experience, tools, or basic ability to do the job.
• Those who can’t are unable, and those who won’ t are unwilling.

12. POSSIBLE COMBINATIONS:
Unable and unwilling A realistic situation
Unable but willing A dangerous situation
Able but unwilling Lack of motivation
Able and willing The best situation

13. SITUATIONAL LEADERSHIP:
• To be an effective leader, you must understand the personalities, skills,
• and motivation of each individual and respond as the situation requires.
• This approach is known as situational leadership

14. LEADERSHIP STYLES:
Can ’ t versus Won ’ t Leadership Style
Unable and unwilling Teaching plus selling
Unable but willing Teaching plus reinforcing
Able but unwilling Selling plus reinforcing
Able and willing Reinforcing plus delegation

15. Unable and Unwilling Teaching Plus Selling Teaching enable them and selling
to motivate them.
Unable and Willing Teaching plus Reinforcing Teaching provide skills and
reinforcing to challenge their
efforts.
Able and Unwilling Selling plus reinforcing Selling to motivate them and
reinforcement to make their
efforts.
Able and Willing Reinforcing plus Delegation Reinforcement to boost their
abilities and delegation to
strength their motivation.

16. QUOTE
“If your actions Inspire others ,
to dream more, to do work ,
to learn more you are a leader.”(John Addams)

17. Thank You