1.
PROJECT LEADERSHIP AND
ETHICS
GROUP MEMBERS:
NEELAM PRIYA
UNNATI MATAI
NAMITA KULKARNI
RAKESH JAIN

2.
 Introduction and Definition
 Managing v/s Leading a Project
 Modern Approach to Leadership
 5 practices of Exemplary Leadership
 Leadership styles
 Emotional Intelligence
 Ethics in projects , business
 Ethical Leadership
 Common Ethical Dilemmas
 Challenge to International Projects
 Diversity Wheel
OUTLINE

3.
So what is Project Management?
The planning and organization of an organization's
resources in order to move a specific task, event or
duty toward completion
It is the process of planning, organizing,
coordinating, directing, and controlling the
activities of others
INTRODUCTION

4.
Then what is Leadership?
It is of course different from management,
although they tend to overlap
Leadership can be considered as the process of
influencing others to get the job done effectively
over a sustained period of time.
INTRODUCTION

5.
MANAGING v/s LEADING A PROJECT
Managing—coping with
complexity
Formulate plans and
objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among
time, costs, and project
scope
Leading—coping with change
Recognize the need to
change to keep the project
on track
Initiate change
Provide direction and
motivation
Innovate and adapt as
necessary
Integrate assigned
resources

6.
Kouzes & Posner (2002) conducted research
for over 20 years on effective leadership
Found leaders are often ordinary people who help
guide others
Defined Five Practices of Exemplary Leadership to
help others become more successful leaders
MODERN APPROACHES

7.
MODERN APPROACHES
5 Practices
Of
Exemplary
Leadership
Model
the Way
Inspire a
Share Vision
Challenge
the Process
Enable Others
To Act
Encourage
the
Heart

8.
MODEL THE WAY
It refers to the most fundamental way in which
leaders earn and sustain credibility
You must believe in the values you express, but
those values must not be merely your own principles,
they must represent what the company stands for
The best leaders are distinguished by relentless
effort, steadfastness, competence, and attention to
detail
5 PRACTICES OF EXEMPLARY LEADERSHIP

9.
INSPIRE A VISION
An Exemplary leader is exceptionally good at
imagining a future that does not yet exist
The leader must convince people that he
understands their needs and have their interests at
heart
Leadership is a dialogue, not a monologue
5 PRACTICES OF EXEMPLARY LEADERSHIP

10.
CHALLENGE THE PROCESS
Most leadership challenges involve a change in the
status quo and they must therefore challenge the
current process. They must search for opportunities
to innovate, grow and improve
The Exemplary Leaders minimize the risk of failure
for others while making people feel safe and
comfortable in taking risks
Failure is also a valuable learning experience
5 PRACTICES OF EXEMPLARY LEADERSHIP

11.
ENABLE OTHERS TO ACT
Leaders must strengthen others by increasing self-
determination and developing competence
Leaders make an environment that makes it possible
for others to do good work
In short, a leader must turn his or her followers into
leaders themselves
5 PRACTICES OF EXEMPLARY LEADERSHIP

12.
ENCOURAGE THE HEART
The leaders should show appreciation for people’s
contributions and create a culture to recognize
accomplishments
For example, establish a public recognition program
that rewards performance. First of all, this serves to
align behavior with the cherished values expressed
5 PRACTICES OF EXEMPLARY LEADERSHIP

13.
Kouzes & Posner (2002) conducted research
for over 20 years on effective leadership
Found leaders are often ordinary people who help
guide others
Defined Five Practices of Exemplary Leadership to
help others become more successful leaders
LEADERSHIP STYLES

14.
LEADERSHIP STYLES

15.
EMOTIONAL INTELLIGENCE
Social Awareness
 Seeing and understanding other people’s
emotions, perspectives, and being genuinely
concerned in the problems and interests
 Being perceptive about the currents of
everyday organization life, building networks,
and navigating through organizational politics
 Recognizing and meeting customer needs

16.
EMOTIONAL INTELLIGENCE
Social Skills
Taking charge and inspiring others with a
compelling vision
Having a wide range of persuasive tactics at
your disposal
Listening and sending a clear, convincing, and
well-aimed message
Facilitating cooperation and building teams
Initiating new ideas and leading people in the
right direction

17.
EMOTIONAL INTELLIGENCE
Social Skills
Taking charge and inspiring others with a
compelling vision
Having a wide range of persuasive tactics at
your disposal
Listening and sending a clear, convincing, and
well-aimed message
Facilitating cooperation and building teams
Initiating new ideas and leading people in the
right direction

18.
EMOTIONAL INTELLIGENCE
Social Skills
Taking charge and inspiring others with a
compelling vision
Having a wide range of persuasive tactics at
your disposal
Listening and sending a clear, convincing, and
well-aimed message
Facilitating cooperation and building teams
Initiating new ideas and leading people in the
right direction

19.
EMOTIONAL INTELLIGENCE
Self-Awareness
 Reading and understanding your emotions as
well as how your emotions impact your job
performance and those around you
 Realistically evaluating your strengths and
weaknesses
 Having a strong and positive sense of self-
worth

20.
EMOTIONAL INTELLIGENCE
Self-Awareness
 Reading and understanding your emotions as
well as how your emotions impact your job
performance and those around you
 Realistically evaluating your strengths and
weaknesses
 Having a strong and positive sense of self-
worth