Abstract
The agile revolution and increasing cross-functionality nature of project teams imply an increasing need for effective and results-orientated project leadership. Irrespective of one's role in a project, there is a need for self-examination and self-reflection regarding how members relate during the various phases of project implementation. This chapter focuses on a theoretical review of the various elements necessary for effective agile project leadership. Through a synthesis of both old and more recent literature, the chapter identifies and conceptualizes ten determinant factors of effective agile project leadership and proposes a self-reflection framework for each of the ten project leadership competency areas. The chapter concludes by proposing a personal agile project leadership development plan (PAPLDP) template with an agility component that can be adopted for improvement and growth. This chapter challenges project managers and/or project team leaders to define their own value-based leadership competence and continuously reflect, evaluate, and improve themselves.
TopBackground
Project management literature has been increasingly inundated with several factors impacting the success of projects and related studies (Pinto & Slevin, 1989; Lechler, 2000; Prabhakar, 2005; Doloi et al., 2011; Saruchera, 2014; Serrador & Pinto, 2015; Saruchera & Phiri, 2016; Sudhakar, 2016; Pace, 2019; Irfan et al., 2021), with some focusing on specialized projects. While such literature has increased over the years, the complexities presented by the dynamic nature of project management have continued to present new challenges that require continuous research. The global business environment presents opportunities, experiences, and challenges due to unavoidable continuous global industry transitions and disruptive technologies (Saruchera, 2021). With project agilism comes the need for flexibility, assuming simplicity, embracing change incrementally, and managing with purpose, and all these are meant to maximize project and stakeholder value. Central to all this is the need to be emotionally intelligent given the people management aspect of managing projects. The question is, “How can a project leader embrace all these requirements in a rapidly changing project environment?”
Key Terms in this Chapter
Proficiency: A high degree of skill or expertise.
Self-Reflection: A personally intrigued, careful, and/or serious thought or introspection about one's performance, character, and actions. Self-reflection is perceived to be the foundation for personal development.
Competence: The ability to action something successfully or efficiently. Also loosely referred to as 'skills'.
Development Plan: It is commonly referred to as the 'Personal Development Plan (PDP).' It is a personal action plan based on one's awareness, values, reflection, goal setting, and personal development planning in career, education, interpersonal relationships, or self-improvement.
Leadership: The ability to exercise judiciously exercise power in its different forms to direct and influence others' behaviours.
Agility: The ability of an individual or an organization to think, understand and react quickly and easily to environmental changes or challenges. In a business setup, agility is perceived to be dependent on the context.
Agile Project: A project that can be easily managed by subdividing it into several stages or phases. An agile project involves continuous co - operation with stakeholders and continuous improvement at each stage / phase.
Emotional Intelligence: The belief that one is aware and is capable of managing and controlling self-emotions and can sensibly handle interpersonal relationships.
Perceived Competency: The belief that one can or has the skill to do something successfully or efficiently.