Key

Leadership Behaviors
Necessary to Advance in
Project Management
Project / Program Management Research

LyndaCarter,KristinTullandDonnaVanRooy

Specificbehaviorsneedtobedevelopedinordertoadvanceacareerinprojectorprogram
management.Thisresearchprovidesglobaldataonkeyleadershipbehaviorsthatanswersthefollowing
questions:Whataretherightbehaviorsforsuccess?Howdoweacceleratethelearning?

Table of Contents
SurveyPurpose.............................................................................................................................................1
WhataretheRightLeadershipBehaviorsforProjectandProgramManagementSuccess?.......................1
DetailsaboutProjectManagerKeyLeadershipBehaviors.......................................................................2
DetailsaboutProgramManagerKeyLeadershipBehaviors.....................................................................3
HowdoweAcceleratetheLearning?...........................................................................................................3
ThreeStepAccelerationProcess..............................................................................................................4
Background:TheSurveyApproach...............................................................................................................5
SurveyDevelopment.................................................................................................................................5
Pilot/FirstSurvey.....................................................................................................................................5
SurveyDistribution...................................................................................................................................5
SurveyParticipants...................................................................................................................................5
GeographicAreaofPrimaryWork........................................................................................................5
ProjectManagementExperience..........................................................................................................6
BusinessandIndustryDemographics...................................................................................................6
Summary.......................................................................................................................................................7
AbouttheAuthors........................................................................................................................................7
Appendix.......................................................................................................................................................8
CompetencyIndex....................................................................................................................................8
CompetencyIndexSubCategoriesandBehaviorsAssessed................................................................8
CompetencySurveyResults..................................................................................................................8
LeadershipIndex.......................................................................................................................................9
LeadershipIndexSubCategoriesandBehaviorsAssessed..................................................................9
LeadershipSurveyResults....................................................................................................................9
EmotionalIntelligenceIndex..................................................................................................................10
EmotionalIntelligenceIndexSubCategoriesandBehaviorsAssessed..............................................10
EmotionalIntelligenceSurveyResults................................................................................................10

Key Leadership Behaviors Necessary to Advance in Project Management

Survey Purpose
Therearemanytrainingcourses,booksandcompaniesthatprovideinformationonhowtobeabetter
leader.AsProjectorProgramManagers,welooktotheseresourcestobuildourskillsandaccelerate
ourcapabilities.Wereadcommunicationtexts,attendleadershipseminarsandparticipateinwebinars
togainPDUs(ProfessionalDevelopmentUnitsrequiredforprojectmanagementcertificationthrough
theProjectManagementInstitute)toimproveourabilitytolead.
Asprojectmanagementpractitionersthechallengeswereflectonare:Whataretherightleadership
behaviorsnecessaryforprojectmanagementsuccess?Whatdifferentiatesgoodfromgreat?Howdowe
acceleratethelearningthatcomesthroughtimeandexperiencetobebetterProjectand
ProgramManagersfaster?
ThesequestionswerebeingponderedincollaborationwithBaldwinWallace
University,auniversityrecognizedasacenterofexcellenceinProjectManagement,
andPRADCO,anorganizationestablishedin1955tohelpcompaniesselect,develop
andretainpeoplewhofittheirculture.Thesetwoorganizationsprovidedthe
perfectfittoanswerthequestions:

Whataretherightleadershipbehaviorsforprojectandprogram
managementsuccess?
Howdoweacceleratethelearning?

What are the Right Leadership Behaviors for Project and Program
Management Success?

BaldwinWallaceUniversityteamedupwithPRADCOandPMIs
LeadershipCommunityofPracticetosurveyover650project
managementpractitioners.Thesepractitionerssharedtheirexperiences
andopinionsontherightbehaviorsforprojectandprogrammanagement
success.
Thesurveyfocusedontworoles:
ProjectManager:anindividualwhodeliversauniqueproductorservice
fromasingleproject
ProgramManager:anindividualwhodeliversabusinessstrategythat
requiresmultiplecoordinatedprojects

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Surveyresultswereconsistentregardlessofthesurveyparticipantsprojectrole,levelofexperience,
industry,business,organizationalsizeorgeography.Thekeybehaviorsnecessaryforgreatprojectand
programmanagementappeartobeuniversal.
Thesurveyconfirmedwhatmostofusassume,thatProjectManagerstendtohavestrong
communicationskills,areresultsoriented,focusonhittinggoals,areflexibleintheirapproachand
providestrongteamleadership.Theyneedtobeflexibletoadapttochangingprioritiesandtimelines,
yetabletocommunicateandkeeppeopleupdatedonprogressandtheability(orinability)tomeet
budgetsanddeadlines.ProjectManagersalsoneedtomotivateandmanagepeoplesuccessfully,
makingsuretofollowuponcommitmentsandholdpeopleaccountablefordeliveringresults.Finally,it
isimportantforProjectManagerstobuildtrustingrelationshipsandtoworkcollaborativelywithothers.
Muchoftheinfluencingthatisdoneisofpeoplewhoarenotdirectreports,soinspiringand
encouragingpeopletoworkproactivelyandasateamisveryimportant.
ThesurveyfoundthatProgramManagersemphasizemanyofthesametraitsasProjectManagers
theytooareresultsorientedandgoaldriven.WhatmakestheProgramManagerjobuniqueisagreater
focusonunderstandingorganizationaldynamics.
Itisntenoughtohaveagoodworkethicand
managementskillsthisrolehasagreater
emphasisonmakinggooddecisions,
demonstratingsoundjudgmentandthinkinglong
term.Projectsaremoreeffectivelyjuggledand
prioritiesdefinedwhenaProgramManagercan
balancetheshorttermneedsofanindividual
projectwiththelongertermneedsofaproject
portfolio.

Details about Project Manager Key Leadership Behaviors

SurveyfindingsidentifiedthesebehaviorsnecessaryforsuccessasaProjectManager:
Strongcommunicationskills:
Promotingtwowaycommunication
Keepingpeopleinformedonaregularbasis
Listeningrespectfullyandattentivelytoothers

Deliveringresultsindependently:
Resultsmeetingpersonalcommitmentsandachievinggoals
Proactivetakingappropriateactionwithoutbeingtold
Flexibilityadjustingtochangeandadaptingtodifferentcircumstances

Deliveringresultsthroughothers:
Influencingpeoplepersuadingotherstoagreeortakeaction
Goaldrivensettingandachievingshortandlongtermchallenginggoals
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 Followupmonitoringactivitiesandkeepingtrackoftheteamsprogress
Providingteamleadership:
Buildingtrustinspiringtrustandcredibilitywithothers;maintainingconfidencesand
keepingcommitments
Promotingteamworkencouragingpeopletoworktogethercollaboratively
Motivatingstimulatingpeopletohigherlevelsofperformance;understandingtherewards
peoplewanttogetthejobdone
Integritybeingforthright,honestanddemonstratingethicalstandards

Details about Program Manager Key Leadership Behaviors

SurveyfindingsidentifiedthesebehaviorsnecessaryforsuccessasaProgramManager:
Seeingtheorganizationstrategically:
Strategicthinkingplanningandanticipatingfutureimplications,thinkingbroadlyand
understandingthelongtermimpactsofdecisions
Organizationalawarenessidentifyinginterpersonalandgroupdynamics;beingintune
withandadaptingtotheorganizationalculture
Leadingchangeinstigatinginnovationandconstructivechange;helpingotherswork
throughchange
Understandinghowtonavigatetheorganizationtowardthefuture:
Judgmentanalyzingsituationseffectivelyandmakingsounddecisionsconfidently
Goaldrivensettingandachievingshortandlongtermobjectives
Drivingresultsfromtwoperspectives
o deliveringresultspersonallybymeetingcommitmentsandachievinggoals
o achievingbusinessobjectivesthroughothersbyholdingpeopleaccountable

Workingwellwithothers:
Communicativeexpressingideasclearlyandlisteningattentivelytoothers
Buildingtrustinspiringtrustandcredibilitywithothers,maintainingconfidencesand
keepingcommitments
Integritybeingforthright,honestanddemonstratingethicalstandards

How do we Accelerate the Learning?

Itistheageoldleadershipchallengewefindinmakingtheturnfromprojectmanagertoprogram
managerthesameskillsandbehaviorsthatmakesomeoneasuccessfulprojectmanagerdonot
necessarilytranslatetoasuccessfulprogrammanager.Asaprogrammanager,theroleshiftsoutward
towardanorganizationalfocus.Ittakestimeandexperiencetogainthisshiftinskills,butintodays
worldwejustdonthavethatmuchtime.Therefore,Howdoweacceleratethelearningthatcomes
throughtimeandexperiencetobebetterProjectandProgramManagersfaster?Afocusedthreestep
processcanbeusedtoacceleratelearningandmovefromgoodtogreat.
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Three Step Acceleration Process

1. Understandtheresearchdatareviewthe
findingsofthisresearch.Lookatprojectand
programmanagersthatareinyour
organization.Howdotheymatchup?Arethese
thebehaviorsthatarerewardedinyour
organization?

2. Raiseyourselfawarenessthroughassessment
andreflectioncompareyourcurrent
behaviorstothoseidentifiedintheresearch
findings.
a. Youcancreateaquickscaletoevaluateyourbehaviors.Ifyouselected,forexample,
Communication,youcouldask:

HowwelldoI:
Expressideasclearlyandlistenattentivelytoothers?
1Always2Sometimes3Occasionally4Rarely5Never

b. TakeanassessmentofyourbehaviorsofferedbyPRADCO.Itwillprovideyouwithadetailed
analysistargetingyourstrengthsandopportunitiesforimprovementinthekeyareas
requiredforsuccess.

3. Createopportunitiestoleverageyourstrengthsandminimizeyourbehavioralgaps:
a. Identifymentorswhosebehaviorsaligncloselywiththeresearchandemulatetheir
behaviors.
b. Selectprojectsandprogramstoleadthatprovideopportunitiesforyoutobuildtargeted
skills.
c. Attendtargetedtrainingthatwillenhancethedesiredbehaviors.
d. Createanactionplantodobetterinyourweakerareasandtofacilitateimprovementson
thejob.

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Background: The Survey Approach

Survey Development
PRADCOselectedthreeoftheirbehavioralindexestoprovidethefoundationforthesurvey:
CompetencyBehavioralqualitiesthatindividualsbringtoaroleintheareasofMotivation,
WorkApproach,InterpersonalStyleandDecisionMaking
LeadershipBehaviorsnecessarytoleadandmanagepeopleandprojectsbothdirectlyand
indirectly
EmotionalIntelligenceHavinggoodawarenessplustheabilitytoleverageemotionsto
influenceanddevelopgoodrelationshipswithothers

Pilot / First Survey

Thefirstsurveywascompletedby169InformationTechnologyprofessionalsintheMidwest(seethe
articleCriticalProjectManagementBehavior,PRADCO,March2011fordetailsandresultsofthefirst
survey).Whiletheresultsprovidedvaluableinformation,moredatawereneededtogetinputfroma
widergeographicanddemographicpopulation.

Survey Distribution
Abroadspectrumofparticipants,whoworkallovertheworldindifferentdisciplines,andhave
documentedknowledgeofProjectManagement,wasneeded.ThePMILeadershipinProject
ManagementCommunitiesofPracticewashappytohelp.UnderthecoordinationofDavidDavisformer
CommunityManagerofthePMILeadershipinPMCommunityofPractice,thesurveywasdistributed
worldwideinthesummerof2012.

Survey Participants
Thesurveyprovidedthediversityofparticipantsdesired.680individualscompletedthesurvey,
providinganunderstandingofwhatbehaviorsaremostimportantforProjectandProgram
Managementindifferentdisciplines,industriesandpartsoftheworld.Herearesomeofthe
demographics:

Geographic Area of Primary Work

ThemajorityofsurveyparticipantsarefromNorth
America(CanadaandtheUnitedStates).There
wasalsosignificantrepresentationfrombothAsia
andEurope.

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Project Management Experience

Thelevelofprojectmanagementexperiencewascapturedfrommultipleperspectives:

Certification:Mostofthesurveyrespondentsmaintained
theirPMIProjectManagementProfessional(PMP)
Certification.Inaddition,asmallpercentageofthe
respondentsheldotherPMIcertificationsaswellas
certificationsinPrince(projectmanagementstandard
producedbytheUKgovernment)andIIBA(International
InstituteofBusinessAnalysis).
YearsinProjectManagement:Themajorityof
participantshavebeeninvolvedinProjectManagement
forover10years,followedby610years,15yearsand
afewrespondentswithlessthanoneyearofexperience.
ProjectRole:Thegreatestpercentageofrespondents
identifiedthemselvesasaProjectManager,followedby
ProgramManagerandstaffinaProjectManagement
Office.Thereweresomeresponsesfromstakeholders,
sponsorsandsteeringcommitteemembers/gate
keepersandprojectteammembers.

Business and Industry Demographics

NumberofEmployees:Themajorityoftheorganizations(48.5%)providingrepresentationinthe
surveywerefromcompanieswithover3,000employees.Therewerealsosurveyrespondents
fromorganizationsthatemployedlessthan100,from100500employees,5011,000
employeesand1,0013,000employees.
FunctionalRepresentation:Morethan15differenttypesofindustriesparticipatedinthesurvey.
50%oftherespondentscamefromoneofthefollowingindustrygroups:Consulting/Legal,
Finance/Insurance/Realestate,Government,HealthCare,HighTechManufacturing,and
Services.
IndustryRepresentation:Althoughthereweremanydifferenttypesofindustriesrepresentedin
thesurvey,InformationTechnologycontinuedtobethehighestrepresentedfunctionalwork
areawitharesponseof47.1%.Engineeringwasthesecondlargestrepresentationwith13.0%.

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Summary
Twoquestionswereansweredfromtheresearch:
1. WhataretherightleadershipbehaviorsforProjectandProgramManagementsuccess?
AsaProjectManagertheanswersare:strongcommunicationskills,deliveringresults
independentlyandthroughothers,plusprovidingteamleadership.
AsaProgramManagertheanswersare:seeingtheorganizationstrategically,navigating
togetthingsdonetomovetheorganizationtowardthefuture,andworkingwellwith
others.
2. Howdoweacceleratethelearningtomaximizeyoursuccessnowandinthefuture?The
answertothisquestioncanbefoundbyfollowingthethreestepprocess:
1. Understandtheresearchdata
2. Raiseyourselfawarenessthroughassessmentandreflection
3. Createopportunitiestoleverageyourstrengthsandminimizeyourbehavioralgaps

About the Authors

Ms.LyndaCarter
Professor
BaldwinWallaceUniversity
Lyndahasover20yearsof
experiencedesigninganddelivering
projectmanagementtraining
programsaswellconsultingwith
seniorleadersonallaspectsof
projectsfrommethodologydesign
andimplementationtoadvanced
applicationsofproject
management.
LCarter@cectraining.com

Dr.KristinTull
President
PRADCO
AsPRADCOsPresident,Dr.Tull
hasbecomeanindustryleader
inthecreationandvalidation
ofassessmentinstrumentsand
continuestoworkextensively
coachinghighlevelexecutives
todevelopstrongerleadership
behaviors.
KTull@PRADCO.com

Ms.DonnaVanRooy
DirectorofProfessionalDevelopment
BaldwinWallaceUniversity
AstheDirectorofProfessional
DevelopmentatBWDonna
managesthedesign,development
anddeliveryofpublic,customand
executivelearning.Donnahasa
backgroundinprocess
improvement,managementand
leadershiptraining,and
organizationdevelopment.
bwpd@bw.edu

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Appendix
Competency Index
BehavioralqualitiesthatindividualsbringtoaroleintheareasofMotivation,WorkApproach,
InterpersonalStyleandDecisionMaking
Competency Index SubCategories and Behaviors Assessed

Competency Survey Results

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Leadership Index
Behaviorsnecessarytoleadandmanagepeopleandprojectsbothdirectlyandindirectly
Leadership Index SubCategories and Behaviors Assessed

Leadership Survey Results

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Emotional Intelligence Index

Havinggoodawarenessplustheabilitytoleverageemotionstoinfluenceanddevelopgood
relationshipswithothers
Emotional Intelligence Index SubCategories and Behaviors Assessed

Emotional Intelligence Survey Results

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