PMcrunch

Successful delegation requires granting both responsibility and authority. These two, combined properly, constitute “empowerment”. However, these two are often not properly executed by the project manager or program leader, and the blame is often placed on the delegate, not on the leader! We, as project and program leaders, need to look at ourselves in the mirror and ask if we are delegating properly.

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In this world, status is based on what was acquired, not how it was acquired. Thus, it seems a long way before leadership is seen as something that inspires and group work means empowerment. And those who know these values are at an advantage over other project managers out there.

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I read a pretty comprehensive article on gantthead about leadership, it it raised a lot of issues – directly and indirectly. The article did not seem to address whether leaders can be made, or are they just born. The reality, in my opinion, is in between. I think everyone can become a leader in some way, but people cannot readily be leaders in every situation. People have natural tendencies and natural characteristics, and they need to play on them. As such, we can adapt to situations, but there are some situations in which an individual will thrive, while there are others where they will not. As such, a person may have natural leadership ability in some venues, but absolutely none in others. For example, a union leader demonstrates leadership ability within the union setting, but may be totally out of place in a corporate setting, where a different type of leadership is needed.

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Project leadership skills - no matter how complex - may be attained through continuing education and training. As a complement to continuing practical experience, enrolling in a course on leadership and project management is the best way to be trained.

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