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dc.contributor.authorAljaloud, Hammad
dc.date.accessioned2014-05-19T20:51:28Z
dc.date.available2014-05-19T20:51:28Z
dc.date.issued2014-05-16
dc.identifier.urihttp://hdl.handle.net/1808/13683
dc.description.abstractThis field project gathers, analyzing, and interprets data obtained via interviews, surveys, and academic research regarding project managers and situational management, and highlights project managers vital role in company success. Project managers must possess extraordinary leadership and management qualities to help companies grow, profit, and compete in today’s market. No one trait or set of traits determines a good leader; instead, effective leaders require basic people skills in addition to an earnest desire to focus on the betterment of the whole organization. The report identifies common leadership types and reveals that there exists no one size fits all approach to leadership. Instead, effective leaders must be capable of analyzing each situation and, then, making leadership decisions, accordingly. Situational leadership, while the most difficult to learn and implement, is very effective because it takes into account individuality and group standing. This style of leadership is completely dependent on the group’s readiness level. The research also provides suggestions for dealing, appropriately, with workplace challenges through situational leadership. It outlines the four types of workers – unable/unwilling, unable/willing, able/unwilling, and able/willing – and then offers appropriate methods of helping them to reach their greatest potential. Finally, the report isolates features employers look for in their leaders, such as previous successes, unique knowledge bases, and particular leadership skills. The data identifies that most companies place a great deal of emphasis on developing great management and leadership skills in their employees.
dc.language.isoen_US
dc.titleStudy on the Use of Situational Leadership on Project Management
dc.typeProject
kusw.oastatusna
kusw.oapolicyThis item does not meet KU Open Access policy criteria.
dc.rights.accessrightsopenAccess


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