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Through reflecting on the case study presented in module 1 learning resources, describe one or more of the types of power, defined by Shenoy, which could be demonstrated positively or negatively by the leader of the team. Further discuss how a project manager can use this type of power to impact the performance of the project team and improve the likelihood of project success? What benefits can be gained from using more than one source of influence when leading a team? Is there a difference between influence and manipulation? Justify your answer. This resource discusses the important skill of relationship building within the content of leadership (both people leadership and project leadership). This material will assist in the completion of Assessment 1 by helping suggest approaches to be utilised by the management of the organisation in the case study. As relationship-building is a crucial skill for project managers, this resource can also help readers identify ways to better manage team efforts by establishing relationships. Project Management Leadership Styles Scheid, J. (2011). Project Management Leadership Styles. Bright Hub Project Management. Accessed 28 Feb. 2016 at: http://www.brighthubpm.com/monitoring-projects/64679-project-management-leadership-styles/ This web article examines a variety of leadership styles in the context of project management. It will assist in the completion of Assessment 1 by offering potentials styles that may work well for the scenario described in the case study. In addition, this resource will help readers identify with a leadership style that they currently utilise and/or one they aspire to utilise. Human Factors in Project Management: Concepts, Tools, and Techniques for Inspiring Teamwork and Motivation Wong, Z. (2007). Human Factors in Project Management: Concepts, Tools, and Techniques for Inspiring Teamwork and Motivation. San Francisco: Jossey-Bass. http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,url,uid&db=nlebk&AN=199920&site=eds-live&scope=site Chapters: Chapter 1, Emergence of Human Factors Chapter 2, Human Factors and Team Dynamics in Project Management This reading from the course text focuses on the factors that come to play when bringing a group of individuals together to form a project team. This will be applicable to Assessment 1 and Assessment 2 as the HP Plan will require a discussion on team building. Further Emotional intelligence and its relationship to transformational leadership and key project manager competences Clarke, N. (2010). Emotional intelligence and its relationship to transformational leadership and key project manager competences. Project Management Journal, 41(2), 520. Available in TUA library at: http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,url,uid&db=bsu&AN=48836962&site=eds-live&scope=site A Perspective-Based Understanding of Project Success McLeod, L., Doolin, B., & MacDonell, S. G. (2012). A Perspective-Based Understanding of Project Success. Project Management Journal, 43(5), 68-86. Available in TUA library at: http://ezproxy.laureate.net.au/login?url=http://search.ebscohost.com/login.aspx?direct=true&AuthType=ip,url,uid&db=bsu&AN=80202142&site=eds-live&scope=site A Perspective-Based Understanding of Project Success Ong, V., Richardson, D., Yanqing, D., Qile, H., & Johnson, B. (2009). The Role of Project Leadership in Achieving Effective Project Management. Proceedings Of The European Conference On Management, Leadership & Governance, 157-163. The Role of Project Leadership in Achieving Effective.pdf Media: Leaders build excellence in others Hlahla, M. (2013). Leaders build excellence in others [Video file; 4:00]. Nashua, NH: Skillsoft.
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