Question:
Write a 500-word evaluation of the ways leaders can build effective relationships with followers in project management situations, focusing on the potential of the coaching approach (both face-to-face and virtual) for building relationships with followers.
In your evaluation, be sure to analyse the advantages and disadvantages of coaching versus other leadership approaches, the role of the follower in coaching and other approaches, and the role of ethics in building relationships with followers in the various approaches.
Format
Introduction
Overview
Analysis
Conclusion
References: (DO NOT CHANGE THE FORMAT BELOW)
Northouse, P.G. (2013) Leadership: theory and practice. 6th ed. Thousand Oaks, CA: Sage.
• Chapter 10, ‘Servant leadership’ (pp. 220-251)
• Chapter 11, ‘Authentic leadership’ (pp. 253-284)
• Chapter 12, ‘Team leadership’ (pp. 288-317)
• Chapter 16, ‘Leadership ethics’ (pp. 424-450)
Anantatmula V. S. (2010) ‘Project Manager Leadership Role in Improving Project Performance’, Engineering Management Journal, Vol. 22, No. 1, pp. 13-22.
Available at: http://web.nchu.edu.tw/pweb/users/arborfish/lesson/8761.pdf (Accessed: 30 September 2018)
Parris, D. L. & Peachey, J. W. (2013) ‘A systematic literature review of servant leadership theory in organizational contexts’, Journal of Business Ethics, 113 (3), pp. 377–393.
Purvanova, P. K. & Bono J. E. (2009) ‘Transformational leadership in context: Face-to-face and virtual teams’, The Leadership Quarterly, 20, pp. 343–357
Available at: http://www.communicationcache.com/uploads/1/0/8/8/10887248/transformational_leadership_in_context-_face-to-face_and_virtual_teams.pdf (Accessed: 30 September 2018)
Walthall, M. A. & Dent E. B. (2016) ‘The Leader–Follower Relationship and Follower Performance’, The Journal of Applied Management & Entrepreneurship, 21(4), pp. 5-30
Available at: https://www.researchgate.net/publication/308923321_The_Leader-Follower_Relationship_and_Follower_Performance (Accessed: 30 September 2018)
Wickramasinghe, V. & Widyaratne, R. (2012) ‘Effects of interpersonal trust, team leader support, rewards, and knowledge sharing mechanisms on knowledge sharing in project teams’, Vine, 42 (2), pp. 214–236.
Ahrend, G., Diamond, F. & Webber, P.G. (2010) ‘Virtual coaching: using technology to boost performance’, Chief Learning Officer, 9 (7), July, pp. 44-47
Beringer, C., Jonas, D. & Kock, A. (2013) ‘Behavior of internal stakeholders in project portfolio management and its impact on success’, International Journal of Project Management, 31 (6), pp. 830–846.
Bianchi, C. & Steele, M. (2014) Coaching for innovation: tools and techniques for encouraging new ideas in the workplace. Basingstoke: Palgrave Macmillan.
Fisher, E. (2011) ‘What practitioners consider to be the skills and behaviours of an effective people project manager’, International Journal of Project Management, 29 (8), pp. 994-1002.
Grayson D. & Speckhart R. (2006) ‘The Leader-Follower Relationship: Practitioner Observations’, Leadership Advance Online, Issue VI Winter.
Available at: https://www.regent.edu/acad/global/publications/lao/issue_6/pdf/grayson_speckhart.pdf (Accessed: 30 September 2018)
Ives, Y. (2008) ‘What is “coaching”? An exploration of conflicting paradigms’, International Journal of Evidence-Based Coaching and Mentoring, 6 (2), pp. 100-113.
Lloyd-Walker, B. & Walker, D. (2011) ‘Authentic leadership for 21st century project delivery’, International Journal of Project Management, 29 (4), pp. 383–395.
Yergler, D. J. D. (2013) ‘Naked project management: The bare facts’, Leadership & Organization Development Journal, 34 (8), pp. 806–807.
