The following formal report will carry out an academic study related to the two key areas in the field of project management. These areas selected are: 1) Project Manager/Leader and Project Teams, 2) Stakeholder Management and Conflict Resolution.
Project management is generally identified as the situation of organizing project elements regardless of the project. A scheme comprises resources and elements, as well as individuals, entities, money, objects, and so on. The areas under focus will be thoroughly discussed across the relevant literature, methodologies, theories, and framework.
A successful project team leader is an extremely sociable individual who acknowledges the relationships of the managerial and rational set of changing attributes. He/she is able to promote an environment of dynamic involvement and interpersonal relations and can diminish conflicts, misbehaviors, or abuses. According to Batten (1989), members of an effective group require five aspects from their project leader:
Expectation (What does a leader expect from his/her team members?);
Opportunity (The prospect given by a leader to his/her members so they can perform well);
Feedback (The frequent evaluation and reaction to the members’ performance);
Guidance (The extent to which a leader guide his/her members and inform them about rights and wrongs);
Reward (The incentive and reward that a leader provides to his/her members according to their contribution).
Management and leadership expertise are considered a single entity. Although both intrinsically contribute to numerous related traits, the contemporary reality demonstrates that not all managers can be accomplished leaders; nevertheless, every leader is capable of being a manager. Both qualities are corresponding and inevitably associated with one another. It is impossible to extract one condition from the other. An executive is present to prepare, systematize, and synchronize, whereas a leader’s utmost purpose is to lead, inspire, and encourage.
The project team size is usually connected to the size of the scheme. When the project expands, so do the players. This carries on until an inclusive team formation becomes known. If the scheme expands, it is the numbers of players in the group that vary but not the formation.
Usually, a contentious state is a consequence of resource scarcity and hostile reaction. Conflicts might emerge between entities, among factions of entities, and between companies. Conflict conditions between individuals are personal; that is, despite the existence of objective causes, conflict arouses only when those causes are apparent. Conflicts might engage stakeholders outside or inside the project or both. Conflicts among outside stakeholders are the most complex to tackle, as a result of their assortment. Project stakeholders are individuals or companies comprising any concern in the scheme and who might have an impact on the course of the scheme mapping, planning, execution, and outlook exploitation.
Research Methodology
As to a research framework for this paper, the case study would sufficiently be contiguous to realism. Robson (2002) identifies case study as “a strategy for doing research which involves an empirical investigation of a particular contemporary phenomenon within its real life context using multiple sources of evidence.” There exists a variety of data compilation methods that one can exploit. Methods might take the form of surveys, interviews, surveillance, and documentary breakdown.
The current and further theoretical background for this academic paper was and will be compiled from a wide range of books and scholarly articles and journals relating to project management.
The “data compilation process” for the case study can be viewed as field observation. Across the field observation, the viewer is an ordinary component of the state. The investigator is related to the firm and chooses to inspect the firm he or she is involved in. The chief gain of this technique is that an individual can gather direct facts under natural circumstances and, hence, closely understand the experiential condition and acquire the necessary social behaviors.
Theories
Contingency Leadership Theory
Numerous wide-ranging studies were carried out to inspect the narrowly interconnected segments of leadership. For instance, Cleland (1995) noted that by now, more than 5000 studies on the issue of leadership have been formerly conducted. Many leadership researches highlight the very aspect of the leader’s attributes in generating successful leadership. For instance, Fraser (2000) founds from a review on the construction site executives that their success is more likely associated with their individual traits than their education, vocational competencies, or their professional know-how. Nonetheless, Fraser (2000) additionally recognizes that despite the broad assortment of successful attributes of leaders that the research attempts to define, there is an active character of individuality. Walker and Newcombe (2000) identified a mutual process that necessitates an appreciation of the setting and character quality of the task that individuals carry out. The Fieldler’s contingency leadership premises (1967) were later considered as changing and varying attributes by Tannenbaum and Schmidt (1973). The suitable leadership approach is reliant on the established state.
Stakeholder Theory
As to stakeholder theory, regarding and gratifying a stakeholder entity is sufficiently helpful for the company, for it acquires authenticity and reliance from that specific entity and thus enhances the probability that the company will ultimately attain its objectives. So far, research recommended that implementing the stakeholder method to managing is advantageous to the company’s final result.
