Leading High Performance Projects 

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• 1. Table of Contents

• 2. BackCover

• 3. Leading High-Performance Projects

• 4. Preface

• 5. Chapter 1: Different Perspectives of Leadership

  Overview

• 6. Trait Theory of Leadership

  Trait Theory of Leadership

• 7. Management versus Leadership

  Management versus Leadership

• 8. Situational Leadership

  Situational Leadership

• 9. Behavioral Leadership

  Behavioral Leadership

• 10. Leader s Actions

  Leader s Actions

• 11. Project Leadership

  Project Leadership

• 12. Traits of Project Managers

  Greg Skulmoski, Francis Hartman, and Roch DeMaere

• 13. Situational Project Management

  Situational Project Management

• 14. Project Leader Actions

  Project Leader Actions

• 15. Some Universal Agreement?

  Some Universal Agreement?

• 16. References

  Greg Skulmoski, Francis Hartman, and Roch DeMaere

• 17. Chapter 2: The Patterns of Project Leadership

  Overview

• 18. Action 1: Shift

  Action 1: Shift

• 19. Action 2: Visualize

  Action 2: Visualize

• 20. Action 3: Integrate

  Action 3: Integrate

• 21. Action 4: Understand

  Action 4: Understand

• 22. Action 5: Decide

  Action 5: Decide

• 23. Action 6: Motivate

  Action 6: Motivate

• 24. Action 7: Team

  Action 7: Team

• 25. Action 8: Trust

  Action 8: Trust

• 26. Action 9: Communicate

  Action 9: Communicate

• 27. Action 10: Respond

  Action 10: Respond

• 28. Case Study: Background

  Case Study: Background

• 29. Chapter 3: Shift

  Could be Better

• 30. The Role of a Paradigm

  The Role of a Paradigm

• 31. Project Management at the Crossroads

  Project Management at the Crossroads

• 32. Characteristics and Consequences of the Prevailing Paradigm

  Characteristics and Consequences of the Prevailing Paradigm Perfection Analysis Logic Precision Systematic Consequences

• 33. Characteristics and Consequences of the New Paradigm

  Characteristics and Consequences of the New Paradigm Integration Nonlinear Probability Subjectivity

• 34. New Implications

  New Implications Redefinition of a Project Results Interdependence Why Responsiveness Qualitative Dynamic People

• 35. Balance

  Balance

• 36. Case Study: Shift

  Case Study: Shift

• 37. References

  References

• 38. Chapter 4: Visualize

  No Blurred Vision

• 39. Right Start

  Right Start

• 40. Reasons for Failure

  Reasons for Failure

• 41. Shared Vision

  Shared Vision

• 42. Eternal Vision

  Eternal Vision

• 43. Project Vision Making

  Project Vision Making Prepare Execute Act

• 44. Start with the Project Manager

  Start with the Project Manager

• 45. Case Study: Visualize

  Case Study: Visualize

• 46. References

  References

• 47. Chapter 5: Integrate

  New Paradigm Realism

• 48. Benefits

  Benefits

• 49. Different Categories

  Different Categories

• 50. What is a System?

  What is a System?

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