WINNER: PMI UK National Project Awards - Project Management Literature CategoryOn the Project Management Institute's 50th Anniversary Year, the 2nd edition of The Power of Project Leadership was chosen as the winner of PMI's Literature Award.
The fully revised 2nd edition of The Power of Project Leadership contains 20% new material compared with the first edition. In particular, content has deepened in the areas of leadership, emotional intelligence, team dynamics and project management challenges. |
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From Project Manager to Project Leader
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The award-winning The Power of Project Leadership helps project managers to transform into effective project leaders by shifting their managerial and task orientated mindset into one of inspiration, motivation and collaboration. It teaches them how to feel more confident and assertive, handle conflict and poor performance, build a team of critical thinkers, and be comfortable taking risks and standing out as a leader. The book, now translated into Chinese and Polish, describes what good project leadership looks like and explains how to make the transition using concrete tools and strategies. With underlying theories to help the reader understand how teams and individuals are motivated, it ensures that project managers lead with vision, continuously improve and innovate, work with intent, empower the team, get closer to stakeholders, remain authentic and establish a solid foundation for their projects. The book has a practical and engaging approach and references 30 interviews with leading project management experts and thought leaders who themselves have made the transition from project manager to project leader. These experts come from a variety of sectors and companies; including Expedia, British Gas, Standard Bank, Verizon Enterprise Solutions, and the UK Government. |
I loved this book the first time, and the revised edition is even better. |
Elizabeth Harrin
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What is new in the 2nd edition?
Chapter 1, The World is Changing and So Must You, emphasizes the importance of emotional intelligence (EQ) and explains the five areas you need to develop in order to become an emotionally intelligent leader.
Chapter 2, Your Hidden Drivers, has been changed in two major ways. It now describes the Core Quadrant model – a tool that can help you understand why some people or project situations trigger an allergic reaction in you and what to do about it. It also contains a new powerful exercise that sheds light on what your most deeply rooted beliefs and behaviours are and how your upbringing has affected your leadership style.
Chapter 2, Your Hidden Drivers, has been changed in two major ways. It now describes the Core Quadrant model – a tool that can help you understand why some people or project situations trigger an allergic reaction in you and what to do about it. It also contains a new powerful exercise that sheds light on what your most deeply rooted beliefs and behaviours are and how your upbringing has affected your leadership style.
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Chapter 3, The 7 Keys to Project Leadership
Key 1, Be Authentic, has been updated with key insights into authenticity. I have incorporated a new section describing the five logical levels that help you understand where there is incongruence in your work and life and how to better create alignment. I have also provided more material on what you can do to strengthen your self-esteem. Key 2, Lead with Vision, goes more into depth with the human aspect of change. We take a closer look at how to remove doubt and fear during change by making people feel safe and giving them a role to play. |
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Key 4, Empower the Team, contains new information about the six different leadership styles that are relevant when leading a team: visionary, coaching, democratic, affiliative, directive and pace setting. It also contains a new section on how the coaching style can be used to encourage responsibility and empower your team members. Finally, it highlights new research about the importance of psychological safety to high performing teams.
Key 5 has been renamed to Build trust with stakeholders. This revised chapter goes more into depth on how to build trust, communicate with and deliver difficult messages to stakeholders without breaking the connection. In particular I have included a new section describing the four levels of communication that should be utilised in most conversations: content, procedure, interactions and emotions. Using all four levels will help you deepen relationships and gain commitment from the project’s stakeholders.
Key 6 has been renamed from Establish a Solid Foundation, to Use Powerful Techniques. I have emphasized the importance of using the techniques collaboratively and have to that end included new information about collaborative planning, collaborative risk management and team definition techniques. These powerful techniques help you produce better outcomes, create a more coherent team and build the foundation for high performance.
Key 7, Work with Intent, now contains more information on how to optimize your energy and avoid negative stress. I also share new insight on how to increase your well-being in light of a demanding project environment.
Chapter 4, Make the Transition Happen, has been fully revised for better understanding.
Key 5 has been renamed to Build trust with stakeholders. This revised chapter goes more into depth on how to build trust, communicate with and deliver difficult messages to stakeholders without breaking the connection. In particular I have included a new section describing the four levels of communication that should be utilised in most conversations: content, procedure, interactions and emotions. Using all four levels will help you deepen relationships and gain commitment from the project’s stakeholders.
Key 6 has been renamed from Establish a Solid Foundation, to Use Powerful Techniques. I have emphasized the importance of using the techniques collaboratively and have to that end included new information about collaborative planning, collaborative risk management and team definition techniques. These powerful techniques help you produce better outcomes, create a more coherent team and build the foundation for high performance.
Key 7, Work with Intent, now contains more information on how to optimize your energy and avoid negative stress. I also share new insight on how to increase your well-being in light of a demanding project environment.
Chapter 4, Make the Transition Happen, has been fully revised for better understanding.
