Project Managers' Competencies and Leadership Styles from the Perspective of Organizations Functioning in Poland

• Autorzy: Katarzyna Grzesik , Katarzyna Piwowar-Sulej
• Języki publikacji: EN

Abstrakty

EN

The aim of the article is to present the issue of project manager competencies and project leadership styles which occur in different types of project-oriented organizations, i.e., the strictly project-oriented organizations (implementing projects for external clients) and organizations that manage projects for internal purposes. The subject literature studies and empirical research results conducted in 100 enterprises were used to accomplish the above-defined goal. The authors discussed the specific nature of project-oriented work and the specificity of project team management. A literature review on project manager competencies and project leadership styles was conducted. Three important competencies were identified that differentiate project managers between those working in strictly project-oriented organizations and those working in organizations which perform project-based management for internal purposes, i.e., achievement orientation, sensitivity teamwork and cooperation. The analysis of applied and desired leadership styles indicated a preference by project team members for a democratic leadership style, in particular during the project implementation phase, in both types of project-oriented organizations. Keywords: project manager, competencies, leadership, project success. (original abstract)

Celem artykułu jest przedstawienie kompetencji kierownika projektu oraz stylów kierowania projektem występujących w różnych typach organizacji zorientowanych na projekty, tj. organizacjach stricte projektowych (realizujących projekty dla klientów zewnętrznych) oraz organizacjach zarządzających projektami na potrzeby wewnętrzne. Do osiągnięcia powyższego celu wykorzystano studia literatury przedmiotu oraz badania empiryczne przeprowadzone w 100 przedsiębiorstwach. Autorzy omówili specyfikę pracy projektowej i specyfikę zarządzania zespołem projektowym. Następnie przeprowadzono przegląd literatury dotyczący kompetencji kierownika projektu i stylów kierowania projektem. Zidentyfikowano trzy ważne kompetencje, które odróżniają kierowników projektu pracujących w organizacjach stricte projektowych od kierowników zarządzających projektami na potrzeby wewnętrzne organizacjach, tj. orientacja na osiągnięcie, wrażliwość, praca zespołowa i współpraca. Analiza stosowanych i pożądanych stylów kierowania wskazała, że członkowie zespołów projektowych w obu typach organizacji zorientowanych na projekty, preferują demokratyczny styl kierowania w poszczególnych fazach realizacji projektu. (abstrakt oryginalny)

Słowa kluczowe

EN

Project management; Competences; Project manager

PL

Zarządzanie projektem; Kompetencje; Kierownik projektu

• Czasopismo: Journal of Entrepreneurship, Management and Innovation (JEMI)
• Rocznik: 2018
• Tom: 14
• Numer: nr 3 Innovation, Entrepreneurship and Organizations' Business Performance
• Strony: 35--60

Twórcy

autor

Katarzyna Grzesik

• Wrocław University of Economics, Poland

autor

Katarzyna Piwowar-Sulej

• Wrocław University of Economics, Poland

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Identyfikatory

DOI

https://doi.org/10.7341/20181432