Reaction Paper: Ayala and National Museum Essay

When we visited these museums, National Museum and the Ayala Museum, both have shown the prosperity of our history and culture. The museums have shown us why and how Filipinos go beyond during that time. The museums have an abundant role in nourishing us Filipinos the past of our history and culture. Of course, in a sense of reminding us what our heroes have done in order to give us the freedom and how our ancestors lived. In my opinion, the museums have shown the importance of the Philippine history. They want us to be conscious about how our ancestors prospered and how much wealth our ancestors were in culture and at the same time, suffered. At the Ayala museum, we have seen many gold objects, ceramics, and artifacts which were kept for us to see how our ancestors in pre- colonial period lived and their culture and beliefs before. Our ancestors somehow have similarities to the beliefs of the Egyptians wherein, they believed in after life. We saw masks wherein the museum explained that it was used to cover holes of a dead person so that no other souls will enter the body. Filipinos before already have the belief that our body was the temple of the soul. Other gold objects represents the ranks in the society just like what we saw in the said museum that was displayed. The ceramics have shown how our ancestors traded crafts from other countries particularly in China and how our country made good contacts to them. These revealed how beautiful our culture was before as well as the status of the Filipinos. The fabrics displayed at the Ayala museum have shown us how Filipinos before evolved in terms of cultural aspects because of the colonization that occurred. The paintings showed the history in an artistic way. The artworks I remembered were the paintings of Juan Luna and Carlos Botong Francisco. Their paintings were based on what they saw in our history. Especially, in the paintings of Carlos which I think I really appreciated because of the video clip they’ve done to make the paintings become alive. These artworks emphasized the events that happened in the past and portrayed the Philippines. Unfortunately, I wasn’t that lucky to get a chance to contemplate each of the paintings. One thing I noticed that the paintings as what I have said, were truly describes our history and as well as our identity as a Filipinos. Captivating dioramas also helped us to really understand and visualize our past. It was made pieces by pieces and the materials were very detailed. It has a total of 60 dioramas and it was arranged in sequence which helped us to understand what really happened. The dioramas gave me the feeling as the part of the history as if I was there in the actual event. Our visit in these museums, I can actually say that it helped me to reflect my identity as a Filipino citizen. In our present community, it seems that our history was not being perished anymore. Some didn’t really care about our history and culture anymore. Our beliefs, our natives, ancestors and many things related on what we are as a Filipino. It’s the fact that many of us didn’t appreciate what we are as a Filipino. Nowadays, we’re too obsessed in the culture of other countries which leads in forgetting our own. For me, as a Filipino, by the help of these museums strengthen my identity as a Filipino. Why? It is because these museums represents how our ancestors bravely fought which were in the way to our liberty and how wealth our culture was before.

Personal Goal

Throughout my life there have been a lot of people, books and audio tapes that have taught me important lessons. For me, making the right decision in life is crucial as I believe we have only one life and one chance and we should make the most of it. In my life I want to be known for my successful career, my generosity and my positive influence towards people. I guess this is my long term goal in life and I am confident that my study in Northeastern University will take me closer towards my goal in life. Since I was twelve years old, I was in a position where I needed to choose between going to school in Indonesia, where I would stay close to my family and friends, or going to school in Australia, where I would get a better education, but be by myself, far away from my family and friends. I took action and moved from my comfort zone. Moving and living into a totally new country is certainly a great life experience which thought me that determination and self-motivation is the key in helping one succeed in life. My parents always remind me that when the time comes my responsibility is to continue our family business and taking care of my brother and sisters. It is in our culture that the eldest son in the family had the responsibility to take care of the whole family. I believe it is not an easy task but as a responsible son I will prepare and equipped myself with whatever I need to achieve this goal. My short term goal is to have a real working experience in one of the leading company in the United States. When choosing a University in United States, it was always my intention of not getting just a business theory but more importantly real working experience in a company. I do my research and finds that Northeastern University is known for its internship program in United States. In doing MBA degree at Northeastern, I will choose finance as my career track. I choose finance firstly because it is an important area that I need to understand in order to take my family business to the next stage and I also believe that by taking this career track it will get me ready to face the real business world. I am confident that by taking a MBA at Northeastern University will help me to achieve my short term goal of equipping me with knowledge and a real working experience that I really need. Determination and Self motivation is what will keep me moving towards my life goal and I believe that with strong determination and self motivation I will be able to accomplish all of my goals in life. Please answer the following questions: a) What have you learned in your research on Northeastern that has motivated you to apply? ) What unique contributions will you bring to the Northeastern community as a student? c) How will you benefit personally and professionally from your experience at Northeastern? A) The most appealing factor that motivated me to apply is the fact that Northeastern is one of the top Universities in United States that have the best internship program and the recommendation by people who claimed that the schools are so helpful with their students. I believe that University involvement in helping their student succeeding in their career is very important. I read a review that stated that Northeastern provide students with a lots of tools and workshop for their internship. B) In my career both in Indonesia and Australia, I had the opportunity to experience many different kinds of activity from sporting activity, community activity to working experience. My sporting experience includes representing Indonesia to play in an international U-13 competition, playing musical instrument in a band for a concert in Australia, one of a member in Indonesian Student Association in Australia, as well as having two years experience working as a marketing manager in a building material manufacturer company in Indonesia. As a student I am confident that my experience will bring unique contribution to Northeastern Community. C) Personally the most valuable thing that I could have is experiencing and learning in different culture, different environment and diverse people from all over the country. The chance of being able to be around different people from different country and background are priceless for me because it will open my mind about being able to adapt in a diverse environment and a challenge to be able to settle and work together with people from different culture and background. An experience outside university as well as in the workplace will no doubt give me a price less experience especially towards my career internationally, because in a business world we have to be able to deal with almost everyone and I will take this opportunity as my chance to practice this rare opportunity. I look forward to meeting new people from all over the world, making new friends, learning about the western culture, doing new activity and working together as a team. Another personal benefit is that living away from my family will make me able to be live independently and solving problems on my own. I believe that as I move along in my study at Northeastern I will have more and more benefit that right now I have not seen.

The strategic plan for my future vision Essay Example | Topics and Well Written Essays - 3750 words

The strategic plan for my future vision - Essay Example Social assessment shows that my social domain has been steady till present. In the future Scenario 1 shows possibilities of it increasing with events such as marriage and children whereas Scenario 2 shows that it may remain steady if no such events occur. 13 The diagram above displays my transportation domain which has gradually increased over time. Scenario 1 shows possibility of it increasing further if my goals are met, where as Scenario 2 shows how it may remain the same over the period of time. 14 Although it is not possible to spell out the exact map of the future, there are always ways to develop a viable vision (Kenichi, 2003). This report describes the strategic plan for my future vision. It is based on concepts from the article titled "Personal Futuring: A step-by-step guide" by Verene Wheelwright. Since personal assessment begins with vision (Brott, 2009), therefore this report assesses my current stage in life and uses various information to develop scenarios for the subsequently stages of my life. It further goes to analyze the life trends and forces which impact our lives as humans, and describes the role various foreknown forces play in motivation of actions. Strategic planning helps provide professional vision (Morrissey, 1992, 2) so finally all the information is developed into strategic plans for achieving my future vision. Life Stage According to Wheelwright the phases in our life can be divided into tens stages, namely Infant, Child, Adolescent, Young Adult, Adult, Middle Age, Independent Elder, Vulnerable elder, Dependant elder and End of Life. Each stage differs significantly from the one before it even though transition from one stage of life to another is gradual. Current Life Stage The stage of life I am currently occupying is the Young Adult stage. I am in fact an Early Young Adult at the age of twenty-two. I am presently enrolled in a master's program in university and in the process of completing my education, working part time as I plan for my long term career. Due to my current financial situation I am under some degree of financial pressure. Future Vision Life Stage Future vision is essential for every stage in an individual's life, since each stage is distinct and requires a distinct set of plans. However, I feel that the stage in my life which is the most critical for planning is the Middle Age. This stage is most appropriate to construct a future vision for because concentrating on this phase will not only allow me to meet goals I plan for that time period, but also to work

Multi-Stakeholders Issues Assessment for Global Organizations Essay

Multi-Stakeholders Issues Assessment for Global Organizations - Essay Example The two detrimental events have been key contributors to this change. In the beginning of 2000s, eruption of corporate scandals such as Enron, WorldCom, and Tyco advocated the idea that multi-national corporations and corporate executives care little for ethics, in their pursuit of profit and wealth generation. In 2008, the global financial crisis erupted and rippled across the world, due to a wide convergence of factors in the real-estate market and secondary financial markets, causing economic collapse of many countries, state and private organizations. This crisis, initially affecting the banking industry, not only scaled to a broader economic and geographic spectrum, but also widened the chasm between Wall Street and Main Street triggering wide-spread anti-capitalism and anti-MNCs protests. In spite of their substantial differences, both of these intra and inter-company crises have at least few characteristics in common. Both crises exemplify that managerial behavior and decision -making has high risk and potential to impact a broad range of people all over the world (Clement, 2005). These crises have been major blows to the public trust in business as an institution. In addition, these financial and economical catastrophes also accentuate that the pursuit of corporate goals can be, without difficulty, unsettled by the actions and behavior of unexpected groups and individuals (Parmar, et al., 2010). These issues, driven by change, interconnectedness and globalization, indicate a need for managers and academic scholars to re-evaluate the conventional ways of conceptualizing the responsibilities of the firm and role of a manager within the company. This essentially gives rise to the need of evaluating and effectively managing needs of all stakeholders for the organization. The concept of corporate objectives focused towards a broader and diverse set of stakeholders has been studied by a number of scholars and practitioners for the past few decades. Among many ideologies, â€Å"stakeholder theory† or â€Å"stakeholder thinking† has developed as a fresh narrative to analyze and manage three interconnected business challenges — the challenge of understanding how value is created and operated, the challenge of linking ethics with capitalism and the challenge of supporting managers with tools to address the first two challenges. This essay highlights and addresses the â€Å"stakeholder approach† to tackle challenges related to business ethics, corporate social responsibility and value creation. Upon the understanding of what stakeholder approach reinstates, the essay analyzes the dilemmas, issues and recommendations in its practical applications for managers. The Stakeholder Approach The stakeholder approach in the context of strategic management was first proposed by R. Edward Freeman in 1984 (Freeman, 1984). Contrary to the customary understanding of corporate strategy, which fundamentally associates the term â⠂¬Å"stakeholder† with the owners, investors or shareholders of the organization, Freeman defined a stakeholder more broadly as â€Å"Any group or individual who can affect or is affected by the achievement of the firm’s objectives†. This was the first time that an academic study related to

Research paper on the book A River Lost by Blaine Harden

On the book A River Lost by Blaine Harden - Research Paper Example The Columbia River plays host to great variety of anadromous species of fish, which always make a migration cycle from the freshwater habitats of the river to the saline water habitat found in the Pacific Ocean (England, Mazur, Penha and Robbins). The vast majority of these fish species are the salmons, and this was a mare economic substance for the natives who settled around the river. In fact, traders around the region, especially from Western North America, traded for fish at the Columbia River. In addition to being a good source of food, and income for the locals, the river also has heavy flows and steep gradient, which provide massive potential for electricity generation. As such, the river hosts over fourteen hydroelectric dams, which produce enough electricity to cater for the needs of the surrounding communities and businesses. However, the benefits of this river were short-lived owing to the economic investments made on it by the federal government of the United States, an investment that claimed all the tributes and environmental serenity provided by the river. Blaine Hardens writes about the Columbia River in his intriguing excerpt of how external interference led to the destruction of a good river. He names it â€Å"A River Lost†, showing the level of damages done on the river to an extent that it is no longer resourceful to the locals but rather poses great danger to them and their continued survival around the river. The Columbia River, which was initially the â€Å"Great River of the West† fulfilled the dreams of its neighborhood by providing them with cheap electricity, and water used for irrigation and farming purposes, hence flourishing gardens found in the desert. However, these fantasies in the memories of the natives were short-lived, as all this goodness vanished, once the natives suffered exploitation from invaders and inhabitants, as well as, the federal government (Harden 65). This book covers the exploitation

Summary Essay Example | Topics and Well Written Essays - 250 words - 219

Summary - Essay Example However, movies by Asian American are struggling to penetrate and segment the market. However, in comparison with the previous years, Asian American actors have made a remarkable improvement with several renowned films having attracted the attention of the moviegoers. The number of Asian characters in different movies that are being released into the market has also increased significantly. The increased level of globalization that has intensified the need for a diverse workforce and characters has opened up opportunities for these actors. Most of the Asian movies focus their attention on the local culture and the way people interact or deal with tough situation. In addition, they highlight significant activities such as marriage and vices in the society and how they affect individuals or a society at large. In addition, they enlighten people on current issues such as global terrorism. Therefore, the Asian and Asian American filmmakers are playing a significant role in complicating and enriching the changing dimension of the America on

Assess To What Extent Large Chain Stores Are Positive For National Research Paper

Assess To What Extent Large Chain Stores Are Positive For National Growth - Research Paper Example The growth of chain stores is of considerable importance when it comes to the growth and size of an economy. There are changes which have emerged due to growth of these stores. This has led to the globalization of the markets and the economic integration due to the introduction of custom unions, free trade areas, political economic unions and social changes which result from the common monetary and fiscal policies (Greenfield, 2011). There are different types of chain stores. These include the consumables and the non consumables stores which are used to stock different types of commodities. These stores are of considerable importance to the nation. Greenfield (2011) asserts that to begin with they have led to the improvement of health sector in the economy. It has been due to this that we have changed the nature of conduct within the place of work. This has led to changes in the political behaviors of dictatorship in the government. This has been due to the misconduct by the wealthy merchants taking their business without considering the health of the workers and their care towards the society members. Secondly these stores have led to environmental conservation. This is due to the organized storage of stock thus avoiding pollution in both air and water. This has led to the conservation of the environment and health for the citizens. In addition, they have led to proper and well organized distribution of goods and services. This is due to the mass production by large companies in the world. Most of these companies are anticipating high returns, and they thus effectively and efficiently struggle to make high profits due to the increase in consumption behavior of the consumers (Howard, 2011). Distribution is a key factor to consider in the modern business. This has been due to the increased competitive nature of suppliers and distributors. Lebhar (4) asserts that consequently, advertising of products is also another factor to adopt due to the rising modern market ing strategies in the field of business. Chain store is managed by observing the degree in which to employ the salesmanship. Salesmanship is employing the convincing power in marketing of the product. However, the business has enhanced the availability of commodities to the customers. This has made it so easy for individuals to acquire goods because of the single roofing whereby one can select the desired product out of the multiple products in the store. The collaboration among many business enterprises has led to capital adequacy in investing especially to the green field investors. Capital is a significant factor to consider in doing a business since it enables an entrepreneur to acquire the factors of production which include land and labor. These are the main resources in production (Lebhar 8). The resources are endowed differently in different countries in the world, and thus chain stores are enjoying together the absolute advantage in production and avoid the comparative disa dvantage caused by factor distortion. This has led to franchise in the international market. In addition, the size of the economy must grow, and there is a significant impact on social living which results from varied opportunities in employment. This leads to eradication of poverty and place individuals in a better position to acquire goods and services (Lebhar 10). They thus

Should Games be Used for Education Purposes in the Classroom Research Paper

Should Games be Used for Education Purposes in the Classroom - Research Paper Example Today, educators are faced with varied alternatives on the method of teaching students. One such alternative is the use of video games in the learning process of a child. This paper will discuss the both the advantages and disadvantages of using video games for education purposes with the view in mind of coming to a conclusion as to whether or not games should be used for education in the classroom. According to Munoz, Kevitt and Lunney, unlike the traditional tutoring which depends on the subject taught and the knowledge and experience of the lecturer, educational games and virtual learning environments (VLEs), give the students the topic which they need to learn and at the same time they are able to attain the skills needed to manage the VLEs (Munoz, McKevitt and Lunney 2). They went on further to say that whereas traditional learning poses a problem in adaptability to the pace of each student; VLEs are able to adjust easily to each student’s pace. Bouchaut, Cig, et al concl uded that VLEs enriches a student’s education because of its â€Å"potential benefits in engagement, attitude, and learning intensity as well as increased collaboration, healthy competition, and detailed learning discussions† (Bouchaut, Cig and Dekker 9). Moreover, they stated that the â€Å"virtual world will help transform the classroom into a vibrant, energetic, and crucially learning focused place where students will actually want to learn more† (9). ... Having discussed the benefits gained from using VLEs, it is important to also look at the other side of the coin. A major drawback presented by critics of video games being used in education is the possibility that students might get too consumed by the games, thereby losing track of the real purpose which is to educate. Some even fear that it may cause addiction among students which will result in more time spent in front of the computer (Bakar, Inal and Kagiltay 2). Another disadvantage of using video games in teaching is that not all games are appropriate to the learning process (Bakar, Inal and Kagiltay 5). The probability of a mismatch between the game content and the educational curriculum exists (Munoz, McKevitt and Lunney 4). Appropriateness is not only concerned with the subject being taught. It is also concerned with the grade level of the students where the games will be used. Proponents of using video games say that its use increases motivation among students but this poi nt is contradicted by other educators who believe that it may also lead to problems in motivation because students have different likes and preferences (Bakar, Inal and Kagiltay 5). What may be a motivator for one student may turn out to be boring for another. The financial issues attached to using video games in the classroom are also major concerns of most schools. If they decide to use the VLEs, a huge part of their budget will have to be invested in computer systems which can accommodate the latest software available. Training of teachers is also inevitable which means additional costs for the schools. To close one’s eyes to the existence and usefulness of video games in the education of the current crop of students is

Ethical decsion making and the responsibilities and the conflicts of Term Paper

Ethical decsion making and the responsibilities and the conflicts of responsibilities of an administrator - Term Paper Example â€Å"Decision making ethics is an area of ethics which pertains to making decisions† (Smith). Decision-making ethics are not limited to any specific area or industry, rather it is applicable to all fields of life including medical practices, teaching practices, schooling, and in solving workplace conflicts. Smith asserts, â€Å"Ethics are standards of conduct which can be applied to a wide range of situations, from medical practice to running a major company†. Making a decision is routine activity in the life of any person. A person takes many decisions in life regarding different matters and issues. An important thing in this regard is to analyze the positive and negative consequences of the decisions before their implementation because without proper analysis, a decision may not bring expected benefits to the people. Incorporation of ethics in the decisions is very important because it makes the decision justified and logical for every person. The practice of ethical decision-making not only makes people identify decisions with ethical impact but also makes them know how they can take an ethical and fair decision regarding any specific matter. ... litarian Approach Administrators can make use of the utilitarian approach to take such ethical decisions, which should bring maximum benefits and minimum risks to the people involved in the conflict. The focus of this approach is to increase the number of benefits for the people and reduce the harmful aspects of the decision. It is a very positive approach towards decision-making because it makes the administrators take ethical decisions to solve the problems. The Virtue Approach Using this approach, administrators take such actions, which should be able to embody the character strengths of the people involved in the conflict. This approach helps administrators take such decisions, which focus character strengths rather than individual duties and responsibilities towards resolution of the conflicts. The Common Good Approach The focus of this approach towards ethical decision-making is to help administrators take such decision, which should be able to improve the quality of life of th e people involved in the conflicts. Using this approach, administrators take effective steps to bring improvement in the quality of life. Administrators find different ways to resolve the issues and use the most practical and ethical way to end the conflicts between different people. The Fairness Approach It is one of the widely used approaches towards ethical decision-making. Using this approach, administrators examine different ways to treat people fairly without any bias. This approach is closely linked with providing justice to the people. Administrators make use of this approach to take ethical and fair decisions based on actual causes of conflicts. Cooper’s Approach towards Decision-Making According to Terry Cooper, the ideal outcome of a decision is reached when the administrator

Pre-school children Essay Example for Free

Pre-school children Essay I carried out my observation on a group of pre-school children consisting 1 boy and 2 girls for 13 minutes in the morning free play session. These children were about to do leaf and twig printing for the first time. The equipment that was provided was yellow paint, brown paint and green paint all of these were in small paint trays. There was also sugar paper for the children to print their leaves on. There was also various sized leafs and twigs in a small tray. Each child went and put their aprons on. Then they came and sat sown around the table on the chairs. I explained to them what they have to do and I demonstrated this by dabbing a leaf into the paint and printing it onto a piece of sugar paper. Then I got a piece of twig and dabbed it into the paint and printed it onto the sugar paper. The children listened to me carefully and then they started to their printing. A picked a large leaf using her right and looked at it, and then she said wow, look at how many colours this leaf has, 1, 2, 3 different colours. Next she carefully lifted another large leaf she dabbed it into the green painted. Next she printed the leaf onto the large piece sugar paper. R picked up a twig and he stroked it into the brown paint; next he stroked the twig onto the piece of sugar paper and whilst he was doing this he said this paint is going in lines, it looks like chocolate, weeeeehhh. Beside this K picked up a leaf and dabbed it into the yellow paint. K rubbed the leaf into the yellow paint, next he lifted the leaf from the yellow paint and placed the leaf in the green paint, and again he rubbed the leaf and said while doing this he excitedly said I am mixing colours. Next I asked the children where do leaves come from? A quickly answered they come from trees. R added then they fall off the trees. K also added twigs come from trees as well. K said Look, I made a nice picture, she also added I have got 1, 2, 3, 4, 5 leaves printed. Soon after R picked up a leaf and said loudly this leaf is red, yellow and brown. A picked up a twig and using both of her hands she rolled it into the green paint, she next rolled the twig onto the sugar paper. A picked up 3 different sized leaves and placed them onto the sugar paper and said this one is tiny, this one is a little bit bigger and this one is the biggest. R then said excitedly look my twig has made patterns. A leaned over to have look at Rs picture. A said it hassss! . Then she looked at her picture and said look! My leaves have made patterns in the middle. Next K held up her paper and said I am finished! . She placed her paper on the drying rack and took her apron off, washed her hands and went to play with some toys. R and A also said that they had finished they placed their pieces of paper onto the drying rack. Next they removed their aprons and washed their hands and went to play. E6 E7 E10 I carried out my observation on a group of morning children of the pre-school for a total of 13 minutes approximately whilst they had a free play. I observed how a group of children play with natural materials and noting how it helps them to learn. While I was observing this small group of children playing I noticed that this activity helps them to learn about the knowledge and understanding of the world. I also noticed that they were interacting and communicating really well with each other. You can view this by reading my observation in E5. But we must remember that each child develops at their own pace. This group of childrens ages range from 3:6 years to 3: 9 years. The Foundation Stage Curriculum states Knowledge and Understanding of The World; children notice and comment on patterns (2000, pg89). This statement was from the green area stepping stone and this shows me that this group of children are at the correct developmental stage. But we must remember that each child is an individual. Also The Foundation Stage Curriculum states Mathematical Development; children count actions and objects that cannot be moved (2000, pg 75). This statement from The Foundation Stage Curriculum is from the green area stepping stone, and it shows me that K is at the correct developmental stage because you can see from my observation in E5 that K was counting the leaf printings on her piece of sugar paper. The Foundation Stage Curriculum also states Mathematical Development; children use size language such as big and little. This statement shows me that R is at the correct developmental stage because he was using size language when he was describing the three leaves. You can see this by viewing my observation in E5.

An Improvement in Project Leadership Skills

An Improvement in Project Leadership Skills 1.0 CHAPTER ONE: INTRODUCTION 1.1 INTRODUCTION AND BACKGROUND Though project managers have placed client needs and demands at a priority, client expectations, and the increase in global competition, as well as the enormous impact projects have on firms, have led to a further increasing demand for the use of more effective leadership skills that can assist project managers in project team leadership (Zimmerer and Yasin, 1998). Project management involves project monitoring and supervision that is global in nature, involving projects with team members from diverse professional backgrounds, cultures, languages, and nations. Again, project management does not just involve the management of people, but also time and material resources (Veal 2004). This calls for vital strategic planning, and the management of resources for effective project management delivery. The complexities in present day projects require not just management abilities, but also an improvement in project leadership skills and competencies (Zimmerer and Yasin, 1998). 1.2 ORGANISATIONAL CONTEXT Leadership, according to Jago (1982), is the application of non-coercive influence in directing the activities of individual members of an organised group in an effort to achieving the groups objectives. Leadership in this context is considered in relation to some qualities and characteristics of those who successfully implement such influences. In the context of project management, leadership can be seen as a process undertaken by an organisation in taking responsibility of team members who work with the project manager toward the achievement of project aims (Cleland, 1995). A project managers leadership skills and competencies have become necessary in harnessing the activities of the entire project stakeholders; as a result, this has led to conception of his leadership skills as an important aspect of project control (Barber and Warns, 2005). This is particularly important given the fact that though the project manager uses skilled manpower, material resources, as well as other app ropriate methods when embarking on projects, some projects do run overtime, over budget, or suffer failure in the achievement of the particular project goal (Barber and Warns, 2005). Using appropriate leadership skills, a project manager is able to forestall such eventualities where and when possible, and redirect the efforts of the team members toward attaining the desired project objectives. His ability to lead human resources associated with the project shows the leadership excellence as regards defining the project scope, time, cost management, quality and communication (Cleland, 1995). For this reason, therefore, a project manager continuously needs to develop appropriate leadership skills; competencies and styles needed down the different stages of the projects lifecycle. It implies that for a successful project delivery, the project manager needs to demonstrate not just an appropriate technical knowhow, but also a show of effective administrative and leadership skills (Burke, 2007). The question then arises as to what the skills and competencies are, that are considered essential for present day competent project managers (Ingason and Jonasson, 2009), in the delivery of projects. In the past, technical competence was taken to be the required skill that a project manager should possess in order to lead projects to success (Zimmerer and Yasin, 1998). But in contemporary times, team building, motivation (Jacques et al, 2008), vision, management, and communication (Barber and Warn, 2005), have all been identified as being part of the necessary skills and competencies a project manager needs to cultivate for effective delivery of projects. While the issue of project leadership has been the subject of so many research endeavours (Cleland, 1995, Washbush and Clements, 1999; Prabhakar, 2005; Jacques et al, 2008) a relatively fewer other researchers have focused on the leadership skills and competencies appropriate for a project managers use in leading the project team members, and the impact they have in the management of projects (Turner and Mà ¼ller, 2005; Geoghegan and Dulewicz, 2008). Majority of research endeavours in this area have considered the idea that a project managers application of leadership skills in projects lead to the successful delivery of projects and this has prompted the assessment of the factors that matter in his ability to utilise available human and material resources, and also lead and manage the project team, and other stakeholders. Other research works (Turner and Muller, 2005; Pinto and Trailer, 1998), however, recognise the importance of a project managers leadership skills when managing p rojects, but do not explicitly link these skills and competencies that characterise a project manager, as necessary for successful management of the project. This, therefore, forms the bulk of the debate that academic scholars in this area have preoccupied themselves. A key area of this debate concerns the fact that some relevant literature materials (Crawford, 2007; Geoghegan and Dulewicz, 2008) that attached great importance to the leadership skills and competencies of a project manager have further identified a project manager as a success factor for projects. The view of these project management pundits is that project success can be a possible result of the application of the attributes of a project manager during project management. This is achieved with the project managers communication, technical and motivational skills, and a host of other skills and competencies that allow him successful lead the project team members toward the achievement of the project goal. On an opposite vein, a few other project management scholars did not view a project manager as a success factor for projects (Pinto and Slevin, 1998; Turner and Mà ¼ller, 2005). This group of project management scholars observe that the use of appropriate tools and techniques is what counts in the realization of project success. This presents an implication which denotes that the leadership skills of a project manager make no additional impact in project performance. A particular literature endeavour that has significantly dealt with the issue of the present study is the work of Turner and Mà ¼ller (2005). Though their findings suggest that the literature does not view a project manager and his leadership competencies as a success factor for projects, they, however, recommended that for this argument to be resolved, the question of a project managers leadership skills and competencies, and the question of possible impact in the achievement of successful project management should be measured. As a result of this recommendation, this research investigates the views expressed in other project management literature, on the impact leadership skills and competencies of a project manager have in the management of projects. To this end, there would be an investiga tion into what constituted project management success factors in the project management history, especially during the 1970s, 1980s, 1990s and 2000s. This effort is realised by conducting some in-depth interviews and exploring some relevant literature at these periods to identify their arguments on what constituted project success factors, and to ascertain the place of a project manager and his or her leadership skills and competencies in project management history. 1.3 RESEARCH AIM AND OBJECTIVES The purpose of this research is to determine if a project managers leadership skills and competencies can act as a catalyst in bringing about successful project performance. In this context, therefore, this research tries to determine whether the application of effective leadership skills and competencies can impact on the management of projects towards the achievement of a quality and successful project performance. This will involve implementing the recommendation of the research of Turner and Muller (2005) by evaluating what constitutes project success factors to ascertain if a project manager is considered as a project management success factor, using the project management literature works and semi-structured interview. Also, contributing to the existing body of knowledge on the impact of a project managers leadership skills and competencies in project management, the objectives, as derived from the aim of this research are: To determine the leadership skills and competencies available for a project managers use in the management of projects. To critically examine the impact of the application of a project managers leadership skills and competencies in project delivery. To determine if a project manager is a project management success factor. 1.4 RESEARCH STRUCTURE This research begins with a critical review of some recent debates in the project management literature on arguments relating to leadership styles, skills and competencies appropriate for a project manager in chapter 2. It goes further to review the ideas of project management pundits on the impact these leadership skills and competencies have while managing projects. It also investigates the contribution of leadership to project managers especially as more and more project management scholars lay emphasis on project managers developing leadership skills for a better management of projects. Chapter 3 presents the research design and the methodology used in the anchorage of this dissertation for the achievement of its aim and objectives encapsulated in a six layer research onion model presented in figure 4. This chapter begins by presenting interpretivism and induction as the philosophy and approach that engulfs this research. This chapter further highlights the use of qualitative research method and how qualitative content analysis is used in the process of data collection and analysis of the data that came mainly from the literature sources towards the development of a grounded theory for this research. To reduce the limitation that could arise from the use of literature sources alone, semi-structured interviews were used in complementing the data collected from the literature works. The time horizon and the ethical consideration in relation to data collection and analysis is equally presented in this chapter. The analysis of the data gathered is presented in chapter 4, using the methods discussed above towards the development of the grounded theory, in achieving the aim of this research. The findings of this research are presented in chapter 5, and are related to the previous findings found in the project management literature as discussed in the review of the literature in chapter two. Lastly, the limitations of this study and a recommendation for further research are also presented in this chapter. Finally, a summary of the research is presented in chapter six and this research concludes by offering some opportunities further research can anchor on. CHAPTER II 2.0 LITERATURE REVIEW This chapter examines some key academic interests in the role of the project managers leadership skills and competencies for the achievement of successful project management. Reviewing the relevant body of literature on this topic, will be necessary; as it will offer an insight into relevant concerns of the research and provide the required background in addressing the research questions identified earlier on. Among the themes academic pundits in this area have shown interest in are identified in figure 1, they are: leadership styles, the project manager and project success, the project managers leadership competences and the impact of leadership in project management. This chapter critically examines these areas of interest in a wider context, and their impact in achieving successful project management. 2.1 LITERATURE SCOPE It must be noted that the study of effective leadership skills is necessary for quality project management and efficiency (Strang, 2005). A plethora of literature materials exist on the importance of leadership in the successful management of projects, but for the purpose of this study, this research will concentrate on literature sources that have direct bearing on the subject matter of the research, which are identified in figure 1. The review of the literature would encompass leadership styles as a core area in project success. It will explore leadership approaches particularly transformational leadership style used by project managers in the process of managing the human aspects of projects, namely, the project team members, and stakeholders. The concept of ‘success in project management and the project managers contributions toward the achievement of success will also be critically assessed. On the other hand, literature on the project manager and his leadership competencies will be reviewed to ascertain the viability of his leadership competencies toward increasing the chances for successful project delivery. Lastly, the body of literature on the impact of leadership in project management will consider the contribution of leadership in managing projects, by making a comparison of leadership and management in leading the project team. 2.2 LEADERSHIP STYLES The question of what makes a good leader has been an age long problem. Among prominent authors that have commented on this issue include, Plato, Machiavelli, Hobbes and Lock (Collinson, 1998). Turner and Mà ¼ller (2005) identified six main leadership theories that have been singled out as the main leadership schools over seventy years ago. These schools are: The trait school The behaviour or style school The contingency school The emotional intelligent school, and The competency school Transformational leadership school This research will be focusing mainly on transformational leadership due to the emphasis project management literature places on it in leading project members. This research will examine the impact of transformational leadership in project management. 2.2.1 Transformational leadership in project management: The literature has associated transformational leadership with those leaders that create â€Å"a shared vision of the future and a relationship between leaders and followers based on far more than just the simple exchange of rewards for compliance† (Keegan and Hartog, 2004:609). What distinguishes transformational leaders is their ability in articulating some attractive vision of the future (Hartog and Verburg, 1997). Transformational leaders exhibit self-confidence and charisma which can and do attract subordinate to those identified vision or mission (Keegan and Hartlog, 2004). Northouse (1997) indicates that transformational leadership transforms and changes individuals. He added that this sort of leadership is open to the needs of the followers. Transformational leadership has been contrasted with transactional leadership (Leban and Zulauf, 2004) which focuses on the physical and security needs of its followers (Lams ila and Ogunlana, 2008). Most commentators have agreed that transactional leadership is based on the model that there is exchange process between leaders and followers, with leaders providing reward for the subordinates compliance (Northouse, 1997; Strang, 2005: Sadler, 2003 and Jogulu and Wood, 2006). While the followers are motivated by the effect the transformational leaders have on them in terms of making them aware of the values and outcome of their goals, transactional leaders on the other hand, utilises reward in motivating their subordinate. Keegan and Hartog (2004) recently noted that leading commentators have â€Å"begun to suggest that transformational leadership may be of particular interest in the project based-context† (p. 610). These commentators continue to emphasis increasing importance of motivational and emotional features of project managers as well as the importance of project managers to instil faith and commitment to their organization as part of their role (Turner and Mà ¼ller, 2003). Research have shown that project managers are considered to be leading people from different profession and diverse culture, therefore the use of transformational leadership becomes necessary due to its emphasis on vision, inspirational and motivational role of leaders (Cleland and Ireland, 2002; Keegan and Hartog, 2004). While leading such talented professionals therefore, the emphasis has drifted from control and compliance to dedication, identification and loyalty, which are characteristic of transformational lead ership (Keegan and Hartog, 2004). The literature has identified the importance of transformational leadership in project management (Yammarino and Bass, 1990; Leban and Zulauf, 2004; Barber and Warn, 2005). This importance is identified in the continuous need for project managers to be forward thinking, constantly anticipating where things may likely go wrong in project, so that steps can be placed in anticipation towards resolving them where possible and recovery measure put in place should they not be preventable (Lewis, 2001). Similarly, Barber and Warn (2005) have identified idealized influence, inspirational motivation, individualized consideration and intellectual stimulation as components of transformational leadership, which enable them â€Å"to explain the big picture, anticipate events and even prevent problems† (p. 1032). In figure 2, Prabhakars (2005) research suggests that transformational leaders who inspire and motivate their followers to face the challenges of their work appeared to achieve project success. This is achieved through the relationship transformational leaders build with their subordinates using an interactive communication that forms a bond between them. Figure 2: Relationship between leadership variables and project success after Prabhakar (2005). In line with the finding of Prabhakar (2005) Leban and Zulauf (2004) suggest that â€Å"transformational project manager behaviour has a positive impact on actual project performance† (p. 561). Furthermore, they stated that transformational project management is achieved through the use of project managers who are result focused through inspiration and motivation. However, the finding of Strang (2005) shows that although the application of transformational leadership while leading project team have a tendency of fostering leader-follower relationship strong transformational leadership however, is not always required in producing effective organizational outcomes. Equally, it has been observed that while transformational leadership in project context leads to stakeholders satisfaction, the finding of Strang (2005) suggest that it does not on the other hand guarantee organizational performance. From the foregoing, it has been suggested that transformational leadership has an important influence by reshaping the way people think, which is considered an aspect of project leadership skills (Partington, 2003). 2.3 PROJECT SUCCESS AND THE PROJECT MANAGER Research has it that in the field of project management, among the few topics that are frequently discussed but rarely agreed upon is what constitutes success in project (Pinto and Slevin, 1988a). Given the fact that â€Å"the search for factors that lead to better project performance and success spans many years of research† (Dov et al, 2006:36). Table 1, presents the findings of Jugdev and Mà ¼ller (2005) which identified four periods in the history of project management and the perceptions of the factors that possibly led to achieving successful project management. Period 1: Project implementation and Handover (1960s-1980s). At this stage, simple metric such as time, cost and specifications were the yardsticks used in measuring project success because they were understood to be easy for organizational use. â€Å"Project managers focused on getting a project done, making sure it worked, and getting out the way† (Judgev and Mà ¼ller, 2005:23). Studies at this time focused on scheduling as the criteria for project success or failure, while others relied on budget and performance as the success factor (Pinto and Slevin, 1988b) and client satisfaction (Shenhar et al, 1997).The emphasis at this stage was on the effectiveness of the measures and the technical system than the behaviours of the individual members of the project (Judgev and Mà ¼ller, 2005). Period 2: CSF Lists (1980s -1990s). According Judgev and Mà ¼ller (2005) this stage was preoccupied with developing some critical success factors (CSF) lists. Cooke-Davies (2002) saw critical success factors as those â€Å"inputs to the management system that lead directly or indirectly to the success of the project or business (p.185). At this stage, the literature focused on the satisfaction of the stakeholders as what guarantees project success. At the completion of the project what matters was not job completion rather the satisfaction criterion which was â€Å"are we happy† (Judgev and Mà ¼ller, 2005). End users impacts are felt as the yardstick for success which contradicts with the period 1. Among the CSFs as the literature identified were effective communications, clear objective, scope and the use of project plan as living documents (Clarke, 1999). Judgev and Mà ¼ller (2005) further identified change management, organizational effectiveness and the alignment betwe en project management and strategic management as all part of CSFs. Period 3: CSF Frameworks (1990s -2000s). At this period, the literature questioned the concept that project success is based on stakeholders-dependent and linking success with the internal and recipient organization (Kerzner, 1987: Lester, 1998). Morris and Hough (1987) developed new framework dealing on the preconditions of project success in four categories which are: Project functionality: Does such project meet up with the financial and technical requirement. Project management: Did such project meet up with the stipulated budget, schedule and specification. Contractors commercial performance: Did the project contractors benefit in a commercial way. Project termination: Peradventure a project is cancelled, was such cancellation done reasonably and effectively. Cleland and Ireland (2002) approached the issue of project success from two points of view, first, project success should be measured in view of meeting the performance objectives (cost, time and scope), and secondly it could be measured using the impact of such project on the strategic mission of the firm. Period 4: strategic project management (21st century). At this period, project success has been linked to many factors than just one common mission like organizational benefit, product success and team development (Atkinson, 1999 and Baccarini, 1999). Equally CSFs at this period incorporated â€Å"senior management commitment to provide the vision, strategy and sponsorship† (Judgev and Mà ¼ller, 2005:28) and such success factor relate to the organization including the external environment. Judgev and Mà ¼ller (2005) indicates that most recent literature have identified four necessary but not sufficient criteria for success that need to be in place for projects to be successfully managed, which are: Success criteria need to be agreed on with the project stakeholders before embarking on project. There should be a collaborative working relationship with the project sponsor and the project manager and they should view the project as partners. There is need to empower the project manager with some sort of flexibility as to be able to deal with unforeseen circumstances, and the project sponsor should give directives on the best way of achieving project success. The project sponsor needs to show an interest in the performance of the project. Subsequent research by Turner and Mà ¼ller (2005) suggests that during 1980s, the literature grew rapidly; with different authors listing what they thought constituted project success. Surprisingly, though the literature of this time emphasised that the project manager should be competent enough to get things done well, their finding suggests that: â€Å"rarely does the literature on project success factors specifically or overtly mention project manager and his or her leadership style and competence. Perhaps the project manager does not contribute to project success. Perhaps there is something about the nature of projects and the project teams that means that their success is not dependent on the leadership style and competence of the manager† (Turner and Mà ¼ller, (2005:57). This very remark suggests that the impact of the project managers leadership style possibly do not necessarily lead to project success. Andersen et al (1987) identified some pitfalls that may hinder project success and increase project failure. These pitfalls include the method that is used to plan, organize and control projects. Baker et al (1988) saw project success as achieving the projects technical specification or mission while earning a high valued satisfaction from the client, the end user and the project team as well. They equally advocated planning as against perceiving leadership as a key factor while maximizing potential project success. Table 2 presents ten project management success factors by Pinto and Slevin (1988b) in determining what constitutes project success factors. Though this table plays down the skills and competencies of a project as a success factor for projects however Pinto and Slevin (1988b) noted that a project will be a failure should some project mana gement characteristics like human skills, project managers administration and influencing skills not be present in the project. In the 2000s, the interest on project success changed. As against the notion that the literature was silent about the impact of the project manager toward project success (Turner and Mà ¼ller, 2005), researchers like Prabhakar (2005) and Keegan and Hartog (2004) identified effective project manager leadership as an importance success factor on projects. In Table 3, Kendra and Taplin (2004) classified project success into four categories which are micro-social, macro-social, micro-technical and macro-technical categories of which they identified behaviour, leadership and personal attributes of the project manager as a success factor under micro-social. Other studies (Lim and Mohamed, 1999, and DeCottiis and Dyer, 1979) stressed the importance of customers satisfaction and their welfare towards success measurement. In fact, Atkinson (1999) notes that any measurement criteria that assesses projects in terms of time and budget constrain without meeting up with client satisfaction will be misleading and incomplete. Tishler et al (1997) observes that customer satisfaction is supreme in assessing project success. Given the importance of the aims and objectives of any project, it was surprised that the periods identified in the findings of Jugder and Mà ¼ller (2005) did not include them as an aspect of project success. This is particularly necessary as a project that runs over budget and over time may still be considered successful if the project achieved its target. In other words, a project may meet the iron triangle success criteria of time, budget and quality, but if the aims and objectives are not achieved, such a project may be considered a failure. 2.4 THE PROJECT MANAGERS LEADERSHIP COMPETENCE AND PROJECT SUCCESS The study of Geoghegan and Dulewicz (2008) examines the impact project managers leadership competence have in achieving project success. They considered leadership as a combination of personal characteristics with those areas of competence. With this understanding, leadership can be conceived as the combination of skills and knowledge with personal characteristics that make a leader. Geoghegan and Dulewicz (2008) observe that project leadership is part of a project managers competencies. In their mind â€Å"there is a recognition that an effective project manager possesses a combination of personal characteristics such as flexibility and competencies such as problem solving† (p. 59). Similarly, Crawford (2007:14) defined competence as â€Å"encompassing knowledge, skills, attitudes and behaviours that contributes to effective performance of a task or job role†. Turner and Mà ¼ller (2005) added that competence includes personal characteristics, knowledge and skills. A P roject managers competence therefore can be perceived as the combination of knowledge and skills and core personality characteristics that necessitate superior results (Crawford, 2007). Rees et al (1996) noted that effective project managers appear to be averagely intelligent and possess problem solving skill than non-effective project managers. Dulewics and Higgs (2003) identified four leadership performances which include cognitive, behavioural, emotional and motivational competencies. They went further to suggest that managerial performance is defined by three competencies which are intellectual (IQ) managerial skill (MQ) and Emotional (EQ) competencies. Again, they developed a leadership competence model with fifteen leadership competences in Table 4. These fifteen leadership dimensions were classified under three major leadership competencies of IQ, MQ and EQ. On their part Mà ¼ller and Turner (2007) found out that the ability to lead and technical knowledge are important aspects of project manager competence which are necessarily displayed based on the nature of a particular project. Geoghegan and Dulewiczs, (2008) findings suggests that there is a significant relationship between a project managers leadership competence and project success. Their research suggest that project managers who possess high problem solving acumen are better suited for the empowerment and development of their colleagues, while project managers who are high in managing resources will be effective in budgeting. Geoghegan and Dulewicz (2008) also indicated that managerial competence contributes most significantly towards successful projects, by influencing project team. Other research (Crawford, 2001: Crawford, 2007) have equally linked project managers leadership competencies to project success and has gone further to identify a project manager as a success fact or for projects. Under micro-social dimensions of project success, Kendra and Taplin (2004) identified project managers competence and skills as a success factor. Although as succinctly enunciated in reviewed literature, the project manager possesses some competencies which are a sine qua non for successful project delivery, there does not seem to be a clear cut consensus on what these competencies are, as different researchers have identified different competencies that make project leaders. Furthermore, most researchers could not come to terms with the study of Geoghegan and Dulewicz (2008) that there is any relation between a project managers competence and project success. The view of these researchers is that the use of right techniques and tools assures the achievement of successful projects (Crawford, 2007). This implies that project managers with their technical knowledge and emotional intelligent make no contribution towards the success of projects so far as the right tools are deployed in managing projects (Crawford, 2007). This is in line with some believes about project management as presented by Mà ¼ller and Turner (2007c) which are: the project managers competence with his leadership style is not a success factor on projects; secondly, any project manager is capable of managing any project. Similarly, going through the literature, Mà ¼ller and Turner (2007c:3) further stated that â€Å"the project success literature studiously ignores the project manager, and his or her competence or leadership style as a potential success factor on projects†. Furthermore, Anderson et al (1987) saw the importance of personal characteristics of a project manager like his An Improvement in Project Leadership Skills An Improvement in Project Leadership Skills 1.0 CHAPTER ONE: INTRODUCTION 1.1 INTRODUCTION AND BACKGROUND Though project managers have placed client needs and demands at a priority, client expectations, and the increase in global competition, as well as the enormous impact projects have on firms, have led to a further increasing demand for the use of more effective leadership skills that can assist project managers in project team leadership (Zimmerer and Yasin, 1998). Project management involves project monitoring and supervision that is global in nature, involving projects with team members from diverse professional backgrounds, cultures, languages, and nations. Again, project management does not just involve the management of people, but also time and material resources (Veal 2004). This calls for vital strategic planning, and the management of resources for effective project management delivery. The complexities in present day projects require not just management abilities, but also an improvement in project leadership skills and competencies (Zimmerer and Yasin, 1998). 1.2 ORGANISATIONAL CONTEXT Leadership, according to Jago (1982), is the application of non-coercive influence in directing the activities of individual members of an organised group in an effort to achieving the groups objectives. Leadership in this context is considered in relation to some qualities and characteristics of those who successfully implement such influences. In the context of project management, leadership can be seen as a process undertaken by an organisation in taking responsibility of team members who work with the project manager toward the achievement of project aims (Cleland, 1995). A project managers leadership skills and competencies have become necessary in harnessing the activities of the entire project stakeholders; as a result, this has led to conception of his leadership skills as an important aspect of project control (Barber and Warns, 2005). This is particularly important given the fact that though the project manager uses skilled manpower, material resources, as well as other app ropriate methods when embarking on projects, some projects do run overtime, over budget, or suffer failure in the achievement of the particular project goal (Barber and Warns, 2005). Using appropriate leadership skills, a project manager is able to forestall such eventualities where and when possible, and redirect the efforts of the team members toward attaining the desired project objectives. His ability to lead human resources associated with the project shows the leadership excellence as regards defining the project scope, time, cost management, quality and communication (Cleland, 1995). For this reason, therefore, a project manager continuously needs to develop appropriate leadership skills; competencies and styles needed down the different stages of the projects lifecycle. It implies that for a successful project delivery, the project manager needs to demonstrate not just an appropriate technical knowhow, but also a show of effective administrative and leadership skills (Burke, 2007). The question then arises as to what the skills and competencies are, that are considered essential for present day competent project managers (Ingason and Jonasson, 2009), in the delivery of projects. In the past, technical competence was taken to be the required skill that a project manager should possess in order to lead projects to success (Zimmerer and Yasin, 1998). But in contemporary times, team building, motivation (Jacques et al, 2008), vision, management, and communication (Barber and Warn, 2005), have all been identified as being part of the necessary skills and competencies a project manager needs to cultivate for effective delivery of projects. While the issue of project leadership has been the subject of so many research endeavours (Cleland, 1995, Washbush and Clements, 1999; Prabhakar, 2005; Jacques et al, 2008) a relatively fewer other researchers have focused on the leadership skills and competencies appropriate for a project managers use in leading the project team members, and the impact they have in the management of projects (Turner and Mà ¼ller, 2005; Geoghegan and Dulewicz, 2008). Majority of research endeavours in this area have considered the idea that a project managers application of leadership skills in projects lead to the successful delivery of projects and this has prompted the assessment of the factors that matter in his ability to utilise available human and material resources, and also lead and manage the project team, and other stakeholders. Other research works (Turner and Muller, 2005; Pinto and Trailer, 1998), however, recognise the importance of a project managers leadership skills when managing p rojects, but do not explicitly link these skills and competencies that characterise a project manager, as necessary for successful management of the project. This, therefore, forms the bulk of the debate that academic scholars in this area have preoccupied themselves. A key area of this debate concerns the fact that some relevant literature materials (Crawford, 2007; Geoghegan and Dulewicz, 2008) that attached great importance to the leadership skills and competencies of a project manager have further identified a project manager as a success factor for projects. The view of these project management pundits is that project success can be a possible result of the application of the attributes of a project manager during project management. This is achieved with the project managers communication, technical and motivational skills, and a host of other skills and competencies that allow him successful lead the project team members toward the achievement of the project goal. On an opposite vein, a few other project management scholars did not view a project manager as a success factor for projects (Pinto and Slevin, 1998; Turner and Mà ¼ller, 2005). This group of project management scholars observe that the use of appropriate tools and techniques is what counts in the realization of project success. This presents an implication which denotes that the leadership skills of a project manager make no additional impact in project performance. A particular literature endeavour that has significantly dealt with the issue of the present study is the work of Turner and Mà ¼ller (2005). Though their findings suggest that the literature does not view a project manager and his leadership competencies as a success factor for projects, they, however, recommended that for this argument to be resolved, the question of a project managers leadership skills and competencies, and the question of possible impact in the achievement of successful project management should be measured. As a result of this recommendation, this research investigates the views expressed in other project management literature, on the impact leadership skills and competencies of a project manager have in the management of projects. To this end, there would be an investiga tion into what constituted project management success factors in the project management history, especially during the 1970s, 1980s, 1990s and 2000s. This effort is realised by conducting some in-depth interviews and exploring some relevant literature at these periods to identify their arguments on what constituted project success factors, and to ascertain the place of a project manager and his or her leadership skills and competencies in project management history. 1.3 RESEARCH AIM AND OBJECTIVES The purpose of this research is to determine if a project managers leadership skills and competencies can act as a catalyst in bringing about successful project performance. In this context, therefore, this research tries to determine whether the application of effective leadership skills and competencies can impact on the management of projects towards the achievement of a quality and successful project performance. This will involve implementing the recommendation of the research of Turner and Muller (2005) by evaluating what constitutes project success factors to ascertain if a project manager is considered as a project management success factor, using the project management literature works and semi-structured interview. Also, contributing to the existing body of knowledge on the impact of a project managers leadership skills and competencies in project management, the objectives, as derived from the aim of this research are: To determine the leadership skills and competencies available for a project managers use in the management of projects. To critically examine the impact of the application of a project managers leadership skills and competencies in project delivery. To determine if a project manager is a project management success factor. 1.4 RESEARCH STRUCTURE This research begins with a critical review of some recent debates in the project management literature on arguments relating to leadership styles, skills and competencies appropriate for a project manager in chapter 2. It goes further to review the ideas of project management pundits on the impact these leadership skills and competencies have while managing projects. It also investigates the contribution of leadership to project managers especially as more and more project management scholars lay emphasis on project managers developing leadership skills for a better management of projects. Chapter 3 presents the research design and the methodology used in the anchorage of this dissertation for the achievement of its aim and objectives encapsulated in a six layer research onion model presented in figure 4. This chapter begins by presenting interpretivism and induction as the philosophy and approach that engulfs this research. This chapter further highlights the use of qualitative research method and how qualitative content analysis is used in the process of data collection and analysis of the data that came mainly from the literature sources towards the development of a grounded theory for this research. To reduce the limitation that could arise from the use of literature sources alone, semi-structured interviews were used in complementing the data collected from the literature works. The time horizon and the ethical consideration in relation to data collection and analysis is equally presented in this chapter. The analysis of the data gathered is presented in chapter 4, using the methods discussed above towards the development of the grounded theory, in achieving the aim of this research. The findings of this research are presented in chapter 5, and are related to the previous findings found in the project management literature as discussed in the review of the literature in chapter two. Lastly, the limitations of this study and a recommendation for further research are also presented in this chapter. Finally, a summary of the research is presented in chapter six and this research concludes by offering some opportunities further research can anchor on. CHAPTER II 2.0 LITERATURE REVIEW This chapter examines some key academic interests in the role of the project managers leadership skills and competencies for the achievement of successful project management. Reviewing the relevant body of literature on this topic, will be necessary; as it will offer an insight into relevant concerns of the research and provide the required background in addressing the research questions identified earlier on. Among the themes academic pundits in this area have shown interest in are identified in figure 1, they are: leadership styles, the project manager and project success, the project managers leadership competences and the impact of leadership in project management. This chapter critically examines these areas of interest in a wider context, and their impact in achieving successful project management. 2.1 LITERATURE SCOPE It must be noted that the study of effective leadership skills is necessary for quality project management and efficiency (Strang, 2005). A plethora of literature materials exist on the importance of leadership in the successful management of projects, but for the purpose of this study, this research will concentrate on literature sources that have direct bearing on the subject matter of the research, which are identified in figure 1. The review of the literature would encompass leadership styles as a core area in project success. It will explore leadership approaches particularly transformational leadership style used by project managers in the process of managing the human aspects of projects, namely, the project team members, and stakeholders. The concept of ‘success in project management and the project managers contributions toward the achievement of success will also be critically assessed. On the other hand, literature on the project manager and his leadership competencies will be reviewed to ascertain the viability of his leadership competencies toward increasing the chances for successful project delivery. Lastly, the body of literature on the impact of leadership in project management will consider the contribution of leadership in managing projects, by making a comparison of leadership and management in leading the project team. 2.2 LEADERSHIP STYLES The question of what makes a good leader has been an age long problem. Among prominent authors that have commented on this issue include, Plato, Machiavelli, Hobbes and Lock (Collinson, 1998). Turner and Mà ¼ller (2005) identified six main leadership theories that have been singled out as the main leadership schools over seventy years ago. These schools are: The trait school The behaviour or style school The contingency school The emotional intelligent school, and The competency school Transformational leadership school This research will be focusing mainly on transformational leadership due to the emphasis project management literature places on it in leading project members. This research will examine the impact of transformational leadership in project management. 2.2.1 Transformational leadership in project management: The literature has associated transformational leadership with those leaders that create â€Å"a shared vision of the future and a relationship between leaders and followers based on far more than just the simple exchange of rewards for compliance† (Keegan and Hartog, 2004:609). What distinguishes transformational leaders is their ability in articulating some attractive vision of the future (Hartog and Verburg, 1997). Transformational leaders exhibit self-confidence and charisma which can and do attract subordinate to those identified vision or mission (Keegan and Hartlog, 2004). Northouse (1997) indicates that transformational leadership transforms and changes individuals. He added that this sort of leadership is open to the needs of the followers. Transformational leadership has been contrasted with transactional leadership (Leban and Zulauf, 2004) which focuses on the physical and security needs of its followers (Lams ila and Ogunlana, 2008). Most commentators have agreed that transactional leadership is based on the model that there is exchange process between leaders and followers, with leaders providing reward for the subordinates compliance (Northouse, 1997; Strang, 2005: Sadler, 2003 and Jogulu and Wood, 2006). While the followers are motivated by the effect the transformational leaders have on them in terms of making them aware of the values and outcome of their goals, transactional leaders on the other hand, utilises reward in motivating their subordinate. Keegan and Hartog (2004) recently noted that leading commentators have â€Å"begun to suggest that transformational leadership may be of particular interest in the project based-context† (p. 610). These commentators continue to emphasis increasing importance of motivational and emotional features of project managers as well as the importance of project managers to instil faith and commitment to their organization as part of their role (Turner and Mà ¼ller, 2003). Research have shown that project managers are considered to be leading people from different profession and diverse culture, therefore the use of transformational leadership becomes necessary due to its emphasis on vision, inspirational and motivational role of leaders (Cleland and Ireland, 2002; Keegan and Hartog, 2004). While leading such talented professionals therefore, the emphasis has drifted from control and compliance to dedication, identification and loyalty, which are characteristic of transformational lead ership (Keegan and Hartog, 2004). The literature has identified the importance of transformational leadership in project management (Yammarino and Bass, 1990; Leban and Zulauf, 2004; Barber and Warn, 2005). This importance is identified in the continuous need for project managers to be forward thinking, constantly anticipating where things may likely go wrong in project, so that steps can be placed in anticipation towards resolving them where possible and recovery measure put in place should they not be preventable (Lewis, 2001). Similarly, Barber and Warn (2005) have identified idealized influence, inspirational motivation, individualized consideration and intellectual stimulation as components of transformational leadership, which enable them â€Å"to explain the big picture, anticipate events and even prevent problems† (p. 1032). In figure 2, Prabhakars (2005) research suggests that transformational leaders who inspire and motivate their followers to face the challenges of their work appeared to achieve project success. This is achieved through the relationship transformational leaders build with their subordinates using an interactive communication that forms a bond between them. Figure 2: Relationship between leadership variables and project success after Prabhakar (2005). In line with the finding of Prabhakar (2005) Leban and Zulauf (2004) suggest that â€Å"transformational project manager behaviour has a positive impact on actual project performance† (p. 561). Furthermore, they stated that transformational project management is achieved through the use of project managers who are result focused through inspiration and motivation. However, the finding of Strang (2005) shows that although the application of transformational leadership while leading project team have a tendency of fostering leader-follower relationship strong transformational leadership however, is not always required in producing effective organizational outcomes. Equally, it has been observed that while transformational leadership in project context leads to stakeholders satisfaction, the finding of Strang (2005) suggest that it does not on the other hand guarantee organizational performance. From the foregoing, it has been suggested that transformational leadership has an important influence by reshaping the way people think, which is considered an aspect of project leadership skills (Partington, 2003). 2.3 PROJECT SUCCESS AND THE PROJECT MANAGER Research has it that in the field of project management, among the few topics that are frequently discussed but rarely agreed upon is what constitutes success in project (Pinto and Slevin, 1988a). Given the fact that â€Å"the search for factors that lead to better project performance and success spans many years of research† (Dov et al, 2006:36). Table 1, presents the findings of Jugdev and Mà ¼ller (2005) which identified four periods in the history of project management and the perceptions of the factors that possibly led to achieving successful project management. Period 1: Project implementation and Handover (1960s-1980s). At this stage, simple metric such as time, cost and specifications were the yardsticks used in measuring project success because they were understood to be easy for organizational use. â€Å"Project managers focused on getting a project done, making sure it worked, and getting out the way† (Judgev and Mà ¼ller, 2005:23). Studies at this time focused on scheduling as the criteria for project success or failure, while others relied on budget and performance as the success factor (Pinto and Slevin, 1988b) and client satisfaction (Shenhar et al, 1997).The emphasis at this stage was on the effectiveness of the measures and the technical system than the behaviours of the individual members of the project (Judgev and Mà ¼ller, 2005). Period 2: CSF Lists (1980s -1990s). According Judgev and Mà ¼ller (2005) this stage was preoccupied with developing some critical success factors (CSF) lists. Cooke-Davies (2002) saw critical success factors as those â€Å"inputs to the management system that lead directly or indirectly to the success of the project or business (p.185). At this stage, the literature focused on the satisfaction of the stakeholders as what guarantees project success. At the completion of the project what matters was not job completion rather the satisfaction criterion which was â€Å"are we happy† (Judgev and Mà ¼ller, 2005). End users impacts are felt as the yardstick for success which contradicts with the period 1. Among the CSFs as the literature identified were effective communications, clear objective, scope and the use of project plan as living documents (Clarke, 1999). Judgev and Mà ¼ller (2005) further identified change management, organizational effectiveness and the alignment betwe en project management and strategic management as all part of CSFs. Period 3: CSF Frameworks (1990s -2000s). At this period, the literature questioned the concept that project success is based on stakeholders-dependent and linking success with the internal and recipient organization (Kerzner, 1987: Lester, 1998). Morris and Hough (1987) developed new framework dealing on the preconditions of project success in four categories which are: Project functionality: Does such project meet up with the financial and technical requirement. Project management: Did such project meet up with the stipulated budget, schedule and specification. Contractors commercial performance: Did the project contractors benefit in a commercial way. Project termination: Peradventure a project is cancelled, was such cancellation done reasonably and effectively. Cleland and Ireland (2002) approached the issue of project success from two points of view, first, project success should be measured in view of meeting the performance objectives (cost, time and scope), and secondly it could be measured using the impact of such project on the strategic mission of the firm. Period 4: strategic project management (21st century). At this period, project success has been linked to many factors than just one common mission like organizational benefit, product success and team development (Atkinson, 1999 and Baccarini, 1999). Equally CSFs at this period incorporated â€Å"senior management commitment to provide the vision, strategy and sponsorship† (Judgev and Mà ¼ller, 2005:28) and such success factor relate to the organization including the external environment. Judgev and Mà ¼ller (2005) indicates that most recent literature have identified four necessary but not sufficient criteria for success that need to be in place for projects to be successfully managed, which are: Success criteria need to be agreed on with the project stakeholders before embarking on project. There should be a collaborative working relationship with the project sponsor and the project manager and they should view the project as partners. There is need to empower the project manager with some sort of flexibility as to be able to deal with unforeseen circumstances, and the project sponsor should give directives on the best way of achieving project success. The project sponsor needs to show an interest in the performance of the project. Subsequent research by Turner and Mà ¼ller (2005) suggests that during 1980s, the literature grew rapidly; with different authors listing what they thought constituted project success. Surprisingly, though the literature of this time emphasised that the project manager should be competent enough to get things done well, their finding suggests that: â€Å"rarely does the literature on project success factors specifically or overtly mention project manager and his or her leadership style and competence. Perhaps the project manager does not contribute to project success. Perhaps there is something about the nature of projects and the project teams that means that their success is not dependent on the leadership style and competence of the manager† (Turner and Mà ¼ller, (2005:57). This very remark suggests that the impact of the project managers leadership style possibly do not necessarily lead to project success. Andersen et al (1987) identified some pitfalls that may hinder project success and increase project failure. These pitfalls include the method that is used to plan, organize and control projects. Baker et al (1988) saw project success as achieving the projects technical specification or mission while earning a high valued satisfaction from the client, the end user and the project team as well. They equally advocated planning as against perceiving leadership as a key factor while maximizing potential project success. Table 2 presents ten project management success factors by Pinto and Slevin (1988b) in determining what constitutes project success factors. Though this table plays down the skills and competencies of a project as a success factor for projects however Pinto and Slevin (1988b) noted that a project will be a failure should some project mana gement characteristics like human skills, project managers administration and influencing skills not be present in the project. In the 2000s, the interest on project success changed. As against the notion that the literature was silent about the impact of the project manager toward project success (Turner and Mà ¼ller, 2005), researchers like Prabhakar (2005) and Keegan and Hartog (2004) identified effective project manager leadership as an importance success factor on projects. In Table 3, Kendra and Taplin (2004) classified project success into four categories which are micro-social, macro-social, micro-technical and macro-technical categories of which they identified behaviour, leadership and personal attributes of the project manager as a success factor under micro-social. Other studies (Lim and Mohamed, 1999, and DeCottiis and Dyer, 1979) stressed the importance of customers satisfaction and their welfare towards success measurement. In fact, Atkinson (1999) notes that any measurement criteria that assesses projects in terms of time and budget constrain without meeting up with client satisfaction will be misleading and incomplete. Tishler et al (1997) observes that customer satisfaction is supreme in assessing project success. Given the importance of the aims and objectives of any project, it was surprised that the periods identified in the findings of Jugder and Mà ¼ller (2005) did not include them as an aspect of project success. This is particularly necessary as a project that runs over budget and over time may still be considered successful if the project achieved its target. In other words, a project may meet the iron triangle success criteria of time, budget and quality, but if the aims and objectives are not achieved, such a project may be considered a failure. 2.4 THE PROJECT MANAGERS LEADERSHIP COMPETENCE AND PROJECT SUCCESS The study of Geoghegan and Dulewicz (2008) examines the impact project managers leadership competence have in achieving project success. They considered leadership as a combination of personal characteristics with those areas of competence. With this understanding, leadership can be conceived as the combination of skills and knowledge with personal characteristics that make a leader. Geoghegan and Dulewicz (2008) observe that project leadership is part of a project managers competencies. In their mind â€Å"there is a recognition that an effective project manager possesses a combination of personal characteristics such as flexibility and competencies such as problem solving† (p. 59). Similarly, Crawford (2007:14) defined competence as â€Å"encompassing knowledge, skills, attitudes and behaviours that contributes to effective performance of a task or job role†. Turner and Mà ¼ller (2005) added that competence includes personal characteristics, knowledge and skills. A P roject managers competence therefore can be perceived as the combination of knowledge and skills and core personality characteristics that necessitate superior results (Crawford, 2007). Rees et al (1996) noted that effective project managers appear to be averagely intelligent and possess problem solving skill than non-effective project managers. Dulewics and Higgs (2003) identified four leadership performances which include cognitive, behavioural, emotional and motivational competencies. They went further to suggest that managerial performance is defined by three competencies which are intellectual (IQ) managerial skill (MQ) and Emotional (EQ) competencies. Again, they developed a leadership competence model with fifteen leadership competences in Table 4. These fifteen leadership dimensions were classified under three major leadership competencies of IQ, MQ and EQ. On their part Mà ¼ller and Turner (2007) found out that the ability to lead and technical knowledge are important aspects of project manager competence which are necessarily displayed based on the nature of a particular project. Geoghegan and Dulewiczs, (2008) findings suggests that there is a significant relationship between a project managers leadership competence and project success. Their research suggest that project managers who possess high problem solving acumen are better suited for the empowerment and development of their colleagues, while project managers who are high in managing resources will be effective in budgeting. Geoghegan and Dulewicz (2008) also indicated that managerial competence contributes most significantly towards successful projects, by influencing project team. Other research (Crawford, 2001: Crawford, 2007) have equally linked project managers leadership competencies to project success and has gone further to identify a project manager as a success fact or for projects. Under micro-social dimensions of project success, Kendra and Taplin (2004) identified project managers competence and skills as a success factor. Although as succinctly enunciated in reviewed literature, the project manager possesses some competencies which are a sine qua non for successful project delivery, there does not seem to be a clear cut consensus on what these competencies are, as different researchers have identified different competencies that make project leaders. Furthermore, most researchers could not come to terms with the study of Geoghegan and Dulewicz (2008) that there is any relation between a project managers competence and project success. The view of these researchers is that the use of right techniques and tools assures the achievement of successful projects (Crawford, 2007). This implies that project managers with their technical knowledge and emotional intelligent make no contribution towards the success of projects so far as the right tools are deployed in managing projects (Crawford, 2007). This is in line with some believes about project management as presented by Mà ¼ller and Turner (2007c) which are: the project managers competence with his leadership style is not a success factor on projects; secondly, any project manager is capable of managing any project. Similarly, going through the literature, Mà ¼ller and Turner (2007c:3) further stated that â€Å"the project success literature studiously ignores the project manager, and his or her competence or leadership style as a potential success factor on projects†. Furthermore, Anderson et al (1987) saw the importance of personal characteristics of a project manager like his

Lisa Fraziers The Pact :: Lisa Frazier The Pact

Lisa Frazier's The Pact My father's family lived in New Jersey when my dad and his three brothers were just blooming adolescents. Their parents were the product of the cocktail generation, and the Irish tendency towards alcoholism was augmented by that social niche. Despite the arguments and drinking, Mary and Jack wanted to make sure their children got the best possible education. The boys were sent to Catholic schools, and once they graduated were forcefully directed down a collegiate path. The brothers gave each other support throughout the years, but what they did with that support behind them was up to each individual. All four of the brothers went on to higher education, but their choices there and the lives they'd lead thereafter were all rather different. The doctors in the Pact, a book about close friends using a promise to unite the and motivate eachother to succeed, grew up where my father and his brothers did, but in a very different time. Much like my father's family, they were to face their own individual obstacles and make their way to higher education and their lives beyond. Both had parents with little money and received the best education that could be provided, and both would face elements in their lives that could change it. Before further comparison the lives of Tom, Bill, Pat, and Tim should be discussed. My father, Tom, was the eldest brother and was the first to attend college. He had been an alter boy in high school and a football player. When it came time for him to attend college he chose Millersville University . There he played football and was well known as a student who knew how to throw a party. Two years into his college career he decided to go into the navy. After serving his time there he went back to Millersville only to drop out near the beginning of his senior year because he found college to be â€Å"boring†. To my father there is nothing worse than being bored. His biggest accomplishment in college, as far as he saw it, was when trying to write an original poem in a certain style on one of his English finals, he wrote a limerick instead which went as follows:

thomas jefferson :: essays research papers

Thomas Jefferson Thomas Jefferson is remembered in history not only for the offices he held, but also for his belief in the natural rights of man as expressed in the Declaration of Independence and his faith in the people’s ability to govern themselves. He left an impact on his times equaled by few others in American history. Born on April 13, 1743, Jefferson was the third child in the family and grew up with six sisters and one brother. Though he opposed slavery, his family had owned slaves. From his father and his environment he developed an interest in botany, geology, cartography, and North American exploration, and from his childhood teacher developed a love for Greek and Latin. In 1760, at the age of 16, Jefferson entered the College of William and Mary and studied under William Small and George Wythe. Through Small, he got his first views of the expansion of science and of the system of things in which we are placed. Through Small and Wythe, Jefferson became acquainted with Governor Francis Fauquier. After finishing college in 1762, Jefferson studied law with Wythe and noticed growing tension between America and Great Britain. Jefferson was admitted to the bar in 1767. He successfully practiced law until public service occupied most of his time. At his home in Shadwell, he designed and supervised the building of his home, Monticello, on a nearby hill. He was elected to the Virginia House of Burgesses in 1769. Jefferson met Martha Wayles Skelton, a wealthy widow of 23, in 1770 and married her in 1772. They settled in Monticello and had one son and five daughters. Only two of his children, Martha and Mary, survived until maturity. Mrs. Martha Jefferson died in 1782, leaving Thomas to take care of his two remaining children. Though not very articulate, Jefferson proved to be an able writer of laws and resolutions he was very concise and straight to the point. Jefferson soon became a member in a group which opposed and took action in the disputes between Britain and the colonies. Together with other patriots, the group met in the Apollo Room of Williamsburg’s famous Raleigh Tavern in 1769 and formed a nonimportation agreement against Britain, vowing not to pay import duties imposed by the Townshend Acts. After a period of calmness, problems faced the colonists again, forcing Jefferson to organize another nonimportation agreement and calling the colonies together to