李燕云/譯

領(lǐng)導(dǎo)者的領(lǐng)導(dǎo)方式對項目的成功是否會產(chǎn)生影響？
所謂的管理和領(lǐng)導(dǎo),它們之間有差別嗎？
領(lǐng)導(dǎo)技巧可以通過學(xué)習(xí)而獲取嗎？

上面問題的答案都是肯定的.
這篇文章總結(jié)了項目領(lǐng)導(dǎo)所應(yīng)具備的六種基本素質(zhì)。它們并不代表著項目領(lǐng)導(dǎo)所應(yīng)具備的所有素質(zhì)，但它們已能幫助項目的領(lǐng)導(dǎo)者為一個成功的項目帶來一個好的開端.

1. 水平思考
第一種基本素質(zhì)是水平思考，要求領(lǐng)導(dǎo)者從多維的角度,進行非常規(guī)思考。當(dāng)碰到問題時，水平思考讓我們打破某些固有的根深蒂固的思維模式。
水平思考促使項目經(jīng)理用多種思維方式采用各不相同的觀念分別從不同的切入點來分析思考問題。他們考慮各種可能發(fā)生的事情和各種可能使用的方法，而不只是考慮單一的方法。
水平思考的多視角模式可以幫助我們在面臨那些具有挑戰(zhàn)性的項目時獲取更大的成功.

2. 善于授權(quán)
我們通常不大愿意花時間去解決一些小問題,對那些花時間解決這些問題的人員,我們也常常吝嗇我們的溢美之詞. 可是要知道,這些所謂的小問題日久將可能變成為大問題,到時候可能讓我們無從下手.
在過去,人們差不多都已養(yǎng)成習(xí)慣，平時忽略小的問題,聽之任之任其發(fā)展,一直到發(fā)展成為大問題. 只有到這時候，我們的領(lǐng)導(dǎo)們才臨時抱佛腳，想辦法解決問題。
面對這種情況,我們需要改變我們的工作態(tài)度,最好授權(quán)給項目組,由他們在問題剛出現(xiàn)時,在第一時間采取預(yù)防措施,及時跟進,防患于未然.
關(guān)于領(lǐng)導(dǎo)權(quán),有個看似矛盾的現(xiàn)象:一個富有效率的項目領(lǐng)導(dǎo)應(yīng)該要將權(quán)利下放給項目成員.
沿著這個思路,如何處理項目成員間的關(guān)系,如何領(lǐng)導(dǎo),如何授權(quán)等問題,就變得至關(guān)重要了。成功的領(lǐng)導(dǎo)者是那些能夠激勵項目成員并善于授權(quán)的人。被激勵和授權(quán)的程度如何,將直接影響到項目在起始階段與運作階段的績效。
另外,授權(quán)能提高被授權(quán)人的工作積極性,激勵他們擔(dān)負起更重的責(zé)任.同時也會讓他們變得更加自信。

3. 樂觀的心態(tài)
第三種基本素質(zhì)是要具備樂觀的心態(tài)。
領(lǐng)導(dǎo)者應(yīng)是樂觀的,凡事都往好處想. 這種積極的思維方式不只是簡簡單單地消除消極情緒,它是積極的往前看的實際行動. 當(dāng)消極事件發(fā)生的時候，優(yōu)秀的項目領(lǐng)導(dǎo)者會把眼光集中在事情積極的一面。他們認為這些消極事件至少讓他們有了學(xué)習(xí)提高的機會,有利于團隊建設(shè).

4. 改進的決心
經(jīng)常性的項目績效審核是很重要的工作,它保證項目進程符合既定的計劃,從而為項目的發(fā)展帶來積極的影響.
所謂的要持續(xù)改進,其表現(xiàn)方式其實簡單, 就是經(jīng)常要問一問自己,如何才能做得更好?
但是,這樣的問題實際上是領(lǐng)導(dǎo)者自己在向自己和自己的項目組提出挑戰(zhàn). 這樣的問題也還能推動項目績效評估工作,并將改進工作落到實處. 作為回報,項目必將獲得更大的成功.

5. 合理分配工作
作為領(lǐng)導(dǎo)者,你最重要的工作內(nèi)容之一就是合理地分配工作。你用不著事必躬親,而是動腦筋激勵你的項目組成員。合理分配好工作,并適當(dāng)下放你的權(quán)利,這意味著你可以用較少的時間去救火去糾正錯誤，而代之于用較多的時間去規(guī)劃未來去激勵下屬去做變更控制去設(shè)定項目目標等其它工作.
合理給下屬分配工作不僅僅緩解你工作時間不夠的壓力,它也讓你的小組成員因此有了提高決策能力和解決問題能力的機會,激發(fā)他們的創(chuàng)造性和工作主動性,充分挖掘出他們的工作潛能。
另外,它還能給你帶來一個好處,讓你和你的項目成員有更多的時間呆在一起，有助于你們間形成良好的人際關(guān)系。作為領(lǐng)導(dǎo)者,你對他們的工作時常有所反應(yīng),讓他們感受到你隨時在關(guān)注他們的工作, 這對他們來說是個鼓勵,會提高他們的工作責(zé)任心. 你作出的績效標準,也還因此是基于項目組成員的,而不是基于純粹的某一項項目活動的. 一個善于授權(quán)的領(lǐng)導(dǎo)者,他可以站在更高的位置,著眼于整體,而不是單去關(guān)注項目的細節(jié)。

6. 超前的眼光
為迎接挑戰(zhàn)，領(lǐng)導(dǎo)者應(yīng)該有能力有潛質(zhì)通過他們的戰(zhàn)略思維得到某種靈感.
領(lǐng)導(dǎo)者僅僅要做的是,基于合理的目標建立愿景,再制定有效的策略去實現(xiàn)它. 另外,組織將往何處去, 還有那些潛能尚待挖掘,這一類戰(zhàn)略性思考,將促進領(lǐng)導(dǎo)者建設(shè)性勾畫出組織的發(fā)展藍圖.圍繞這個藍圖,有那些東西是必須具備的?主動出擊還是基于現(xiàn)實考慮?從長遠著想?這些思考將帶來更大的成功. 需要注意,領(lǐng)導(dǎo)者未來的成功取決于現(xiàn)在切實的計劃。

總之，一個成功的項目領(lǐng)導(dǎo)者應(yīng)該：
水平思考 Lateral thinking
授權(quán) Empowerment
樂觀的心態(tài) Active optimism
改進的決心 Determination to Improve
合理分配工作 Encouragement of delegation
超前的眼光 Real potential
Victor Teplitzky is an independent consultant and works with government and private organizations internationally. Through his unique combination of Industrial Engineering, Organization Development and Project Management he is able to help client organizations achieve success

原文:
Six Attributes of Successful L-E-A-D-E-R-ship
Written by: Victor A. Teplitzky, MSOD, PMP, PhD

Does leadership have an effect on project success?
Is there a difference between management and leadership?
Can leadership be learned?
The answer to all these questions is yes.

In this article, I look at six essential attributes of project leadership. This is not a complete list, but one that provides a good jump start to successful project leadership.
1. Lateral Thinking
The first essential attribute, lateral thinking, represents a variety of methods to get us out of our ?usual way of thinking.? In essence, lateral thinking breaks down the instilled and predetermined patterns we often employ when working on a problem.

Through lateral thinking, project managers try different perceptions, concepts, and points of entry. They consider multiple possibilities and approaches instead of a single approach.

The variety of perspectives used in lateral thinking allows us to solve difficult project challenges more successfully.

2. Empowerment

Often, there is little recognition given to people who spend time solving elementary problems. And yet, it?s those problems that can plant the seed for bigger, more complex problems.

Typically, and because of preset leadership attitudes, employees develop the habit of ignoring an issue until it becomes unmanageable. Often, leaders seek to go on record for being a problem solver.

Empowered project teams counter this attitude. They focus on getting the job done while solving or preventing problems while the problems are still nascent.
The ultimate paradox of project leadership power is that, to be an effective leader, project managers must develop all team members into leaders.

In this way, processes (such as relationships and the issues of leadership) and empowerment become important. Successful leaders are able to motivate, energize, and empower others. When people are excited and empowered, it affects both their task initiation and task persistence.
In other words, empowered people get more involved, take on more difficult situations, and act more confidently.
3. Active Optimism

The third essential attribute is optimism.

Leaders are optimistic. They think positively. Positive thinking is more than just avoiding negative emotions. It translates into actions that are forward thinking and involved. When negative events happen, excellent project leaders focus on the positive aspects of the event. They look at a problem as an opportunity for learning and team development?for the team and for themselves.

4. Determination to Improve
On-going self-assessment and self-evaluation are critical exercises for ensuring that your project is meeting its objectives and generating a positive impact.
A strong determination to constantly improve is simple idea. Just ask, ?What can I/we do even better??
By asking this question, leaders focus on challenging themselves and project team members. Further, it sets on-going self-evaluation and achievement into motion. In turn, this focus on continuous process improvement reaps results.
5. Encouragement of delegation

Delegation is one of the most important roles of your job as a leader. Your primary job isn?t to execute but rather to motivate and accomplish tasks through your project team members. Delegation of tasks and authority means less time spent on fighting fires and correcting errors and more time on vision development, motivation, project change control, and goal setting.
Delegating relieves time-pressures. It provides your team members with an opportunity to expand their decision making and problem solving skills and encourages creativity and initiative. This, while motivating them to achieve their potential.
In addition, delegation forces you to spend time with your team members, thus developing interpersonal relationships. Your feedback and attention will encourage your team to attain higher levels of responsibility. Delegation helps set performance standards based on team member?rather than purely on their activity. As a leader who encourages delegation, you will be able to step back and look at the bigger picture rather than being caught up in the minutia of the project.

6. Real potential

To meet future challenges, leaders must be inspired by real potential and strategies for the future.

Only then can they set a vision with reasonable goals and promote the process of developing effective strategies to achieve them. Considering the organization?s potential and future enables leaders to think constructively about what could be and what would be necessary to achieving a vision. Proactive and realistic ?future-oriented? thinking can lead to greater project success. For leaders, a successful future requires real planning now.

In summary, a successful project leader is one who considers:
Lateral thinking
Empowerment
Active optimism
Determination to Improve
Encouragement of delegation
Real potential

Victor Teplitzky is an independent consultant and works with government and private organizations internationally. Through his unique combination of Industrial Engineering, Organization Development and Project Management he is able to help client organizations achieve success

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