The Paper by David Partington Et Al.: 17 Types of Leadership Behavior
| Partington Assignment | DYNM624: Program Management | Chet Thompson PMP
3/21/2013 |
Introduction
The paper by David Partington et al. introduces 17 types of leadership behavior that are grouped by how the self relates three entities: Work, others and program management. These 17 attributes are described at four levels of competence that appear to be associated with an ability for one to broaden their perspective, assimilate a condition and synthesize an appropriate reaction or behavior. In essence, the argument is made that lower competence levels are more attune to tactical project management principles, the iron triangle, and the higher competence levels portray an adaptive ability to adjust to the changing landscape that influence program success as well as program relativity to business outcomes. Although the stated leadership behaviors reflect an emotional maturity spectrum, the elements go further in distinguishing significant characteristics that perhaps are more innate than learned.
Relationship between self, others and program environments
As program work relies on others to be accomplished, internal and external factors of the program environment can wreak havoc on stability and clarity in not only the objectives but how to achieve them. Two attributes that I contend are valuable at L4 competence for program managers to exhibit are: O2 – Approach to conflict and divergence and E6 – Attitude to Scope.
L4 competency for approach to conflict and divergence is an uncomfortable scenario for many people that resort to already established paradigms and procedures to resolve problems. And at the same time the competency evokes a level of humility by engaging collaborative problem solving through subtle facilitation. Although conflict resolution is not inherent only to project and program management, the dynamics of stakeholder groups, skills and business maturity of team members coupled with customer/client expectations can create an
3/21/2013 |
Introduction
The paper by David Partington et al. introduces 17 types of leadership behavior that are grouped by how the self relates three entities: Work, others and program management. These 17 attributes are described at four levels of competence that appear to be associated with an ability for one to broaden their perspective, assimilate a condition and synthesize an appropriate reaction or behavior. In essence, the argument is made that lower competence levels are more attune to tactical project management principles, the iron triangle, and the higher competence levels portray an adaptive ability to adjust to the changing landscape that influence program success as well as program relativity to business outcomes. Although the stated leadership behaviors reflect an emotional maturity spectrum, the elements go further in distinguishing significant characteristics that perhaps are more innate than learned.
Relationship between self, others and program environments
As program work relies on others to be accomplished, internal and external factors of the program environment can wreak havoc on stability and clarity in not only the objectives but how to achieve them. Two attributes that I contend are valuable at L4 competence for program managers to exhibit are: O2 – Approach to conflict and divergence and E6 – Attitude to Scope.
L4 competency for approach to conflict and divergence is an uncomfortable scenario for many people that resort to already established paradigms and procedures to resolve problems. And at the same time the competency evokes a level of humility by engaging collaborative problem solving through subtle facilitation. Although conflict resolution is not inherent only to project and program management, the dynamics of stakeholder groups, skills and business maturity of team members coupled with customer/client expectations can create an