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General Chat Thread, can project mangers be servent leaders? in General; Hi can any help me to answer this question, what are you opinions and what do you think can a ...
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    can project mangers be servent leaders?

    Hi can any help me to answer this question, what are you opinions and what do you think can a project manger be a servent leader?.

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    No. If you are a project manager, by definition you are in charge and the focal point for activity in regards to the project(s) you are running. A servant leader is a worker first who then begins to aspire to leadership.
    There. Simple.

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    Moving to General Chat.

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    Yes they can as they should already have the skills and qualities of a servant leader. *Although project mangers are seen to be more control over their project and stay focus on the activities of the project, they still require the skills and qualities of a servant leader who serves to meet the needs of other *(White, 2010). Servant leadership style foster a caring, endowing, trusting , motivating and have a good relationship and empathy with the people they serve. By acquiring theses skills and qualities of a servant leaders there will be more benefits to the overall project and this will ensure that the project is successful because people are important in a project. So by motivating them, working together as a team, listening and showing that you care and understand will help you to overcome conflicts and achieve what you set out to deliver. Jisc net (2010) state that many projects fail due to lack of communication, poor teamwork and failure to meet the expectations of users.*

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    The failure to communicate is not the sign the role of Project Manager is a defunct role, merely that the PM is either not able to do the job properly or others within the project do not follow established process or do not follow direct instruction. This can happen where Team Leaders reject the PM or where the Project Board fail to provide project support or fail to support the project.

    Also remember that a PM is in place for define activities / project within finite boundaries where Servant Leaders are open-ended as to where they sit and they should, technically, be able to form any part of a project, not specifically the PM. Out of the 7 key practices you can actually find that in some organisations having some characteristics of servant leadership you can find that 'coaching not controlling' is in direct opposition to the need for direct control and holding others accountable within a project.

    From training and work I have done, I have been told to push towards the Status Quo style of management (against the managerial grid model) or towards the Sound style (used to be known as team style) as this works best to enable communication and ensure accountability, but also that all aspects of management may be needed, depending on the project, depending on the organisation and depending on the project support / those involved who you work with. Opting for the Servant Leader can lead you to being too closed with how you adapt for each project ... and adaptability is a key principle. You also have the slight problem in that you risk getting too heavily involved in participative decision making ... and in some organisations this can lead to decision by committee ... and we all know where that leads!!!!

    YMMV

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