Difference Between a Project Manager and a Leader Essay

Introduction

Leadershipis geared towards preparing organizations for change, whereas management is aimed at enabling organizations to cope with arising complexities. Leaders achieve the set goals through the creation of a vision, development of strategies to meet, and implementation of the created vision. They attain these goals through planning and budgeting, setting of targets, controlling and monitoring of results, and problem-solving. Leaders make use of human emotions, mindsets, motivation, and inspiration to push members of an organization towards the achievement of goals (Greiman, 2013). Mostly, project managers utilize tools and techniques, processes, and procedures to steer plans towards goal achievement. This paper seeks to address the concepts of leadership and project management and the relevance of existing structures about future needs.

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Scenario A

For a project that has gone over the budget for six months, a leader would examine the reasons for the prolonged period. He or she would then try to find a solution for the stagnation to ensure that the project stays on pace. A leader would provide resolution of the causative reason to avoid further recessions. A project manager would evaluate the extra costs incurred as a result of the projected going over budget (Greiman, 2013). He will then seek a way to compensate for the additionalfinancing required.

Scenario B

The occurrence of a serious accident on the project that causes permanent injury to three workers would require a leader to empathize with the victims. The manager would then have to ensure that other workers are motivated to work, by not letting them dwell on fright caused by accident. He or she ought to make sure that the other workers are not traumatized by that incident. A project manager would identify the cause of the accident and put in place measures to avoid future occurrences, which may affect the productivity of the workers.

Scenario C

If project revenues and financing are not sufficient to meet $1 billion in new costs, a leader will find alternative strategies, which the set goals can be achieved. For instance, the leader would consider sourcing for the cheaper labor force. He or she may also use policies such as cutting down costs of production without affecting quality (Victoria, 2009). A project manager would try to plan anew and re-prioritize, with consideration to new costs of inputs and implications on the project's financing budget. He or she would also re-assess the feasibility of the project in addition to the new charges incurred.

Scenario D

Perception of favoritism in awarding of contractual bids to one specific bidder regularly would make a leader question the bidding and awarding procedures. The leader will seek to curb the established cycle. Consequently, this will prevent feelings of resentment from the rest of the organizations, towards the favored bidder. A project manager will be on the lookout for loopholes in the bidding process. When identified, he or she can modify the process or adopt an entirely new one.

Scenario E

Complaints of incessant noise from the construction project that keeps the residents awake at night would make leader show sensitivity to their pleas. The leader will inform the workers of the need to minimize noise and to show concern for the welfare of the residents. A project manager would find alternative methods of reducing the noise produced (Victoria, 2009). The manager can consider adopting the use of sound-proofed walls and thickly layered floors that break the noise caused by falling machinery.

New Leadership for Projects of Our Future

There will be a need for new leadership structures for the projects of our future. They include the exploration of cyberspace, exploration of the physics, advancing human understanding of nature's laws, and nuclear fusion research. New leadership is required for the success of our future projects. The complexity of these megaprojects calls for a new and dynamic leadership structure. An essential skill needed for the leadership of the projects would be a transformative mind (Greiman, 2013). A transformative and visionary leader will prepare the organization in advance for the impending change.

Projects in Cyberspace

Management of projects in our physical space has proved to be a challenge. Projects such as wind energy production and clean coal have been implemented amidst a myriad of problems. Projects dealing with the exploration of space will undoubtedly triple management challenges. Proper management can be undertaken, through the definition of precise mission objectives (Victoria, 2009). The element of uncertainty regarding the scope of space projects problems determines of support necessary for the mission's requirements. Space project managers would need to design standardized and adaptable management approaches to ensure successes of missions.

Adaptability of Project Structures to Tomorrow's Needs

The needs of tomorrow are bound to change; as such, the existing organizational and project structures will be rendered ineffective. Therefore, this will require the establishment of new project structures. There are likely to be numerous changes in processes that influence products and services production (Cleland &Bidanda, 2009). The needs of tomorrow will revolve around technological, economic, legal and political aspects. This will require sound leadership and management to be able to meet these needs. A significant challenge towards proper management is anticipating leaps, which will be witnessed in tomorrow's innovation world. Society is advancing so fast, thus educating project management leaders will require constant revision and updating.

Conclusion

In conclusion, leadership and project management equally contribute to the success of any organization. The two elements are essential as they address different needs that may hinder the realization of organizational goals. Whereas their modes of delivering results vary, the final target is similar for both approaches. Leaders and project managers are crucial participants in any organizational structure. Models of leadership and project management need to evolve with time as society advances. This will ensure their relevance and applicability in the future, in the face of limitless innovations.

References

Greiman, V. (2013). Megaprojects: Lessons on risk and project management from the big dig. New Jersey: John Wiley & Sons.

Cleland, D., &Bidanda, B. (2009).Project management circa 2025. Newtown Square, PA: Project Management Institute.

Victoria, S, K. (2009). Essential leadership skills for project managers.In leadership, skill development. Florida: Project Management Institute.