The Jewish Diaspora and Israel Essay Example for Free

The Jewish Diaspora and Israel Essay The Merriam-Webster online dictionary defines Diaspora as a â€Å"movement, migration of a people away from an established or ancestral homeland† . The term originally applied to Jewish people, who since biblical times have had been expelled from their ‘Promised Land’, the area that encompasses most of present day state of Israel. After independence in 1948, Israeli authorities declared a policy of homecoming for all Jews in ‘exile’. However, many in the Jewish Diasporas chose stay back in their host countries. This essay examines the complexities of interaction between the Jewish Diaspora and its Homeland through the works of Fullilove, Cohen, Sheffer and Shapira. Out of the 13. 8 million Jews, 7. 8 million stay in Diasporas . These are scattered across the U. S, France, Canada, Russia, UK, Australia, Germany, Brazil, Ukraine and South Africa. Most Jews in North Africa and Muslim countries have disappeared. The upward mobility of the Diaspora across the globe has played an important role in their interaction with the state of Israel. While the sentiments of the elder members of the Jewish Diaspora remain strong, the younger Jews under the age of 35 are distancing themselves from their Jewish homeland . They have a more unbiased view of Jewish affairs and in the recent Israeli-Palestine conflict, voiced dissenting opinions on the conduct of the Jewish state and its treatment of the Palestinian Arabs. Organizations such as the Independent Jewish Voices in the UK are one such organization that provides a contrarian view. Israeli Diaspora, according to Cohen comprises of those Jews who migrated out of Israel to other parts of the world. Jewish Diaspora refers to the Jews who were already settled in ‘exile’ from ancient times . The Jewish Diaspora having lived in their host countries for centuries have developed a more inclusive ethos than the newly migrating Jews ex-Israel. The Israeli Diaspora tends to be more conservative and the Diasporic Jews have often labeled the Israeli Diaspora as â€Å"loud, blunt and rude† . The main reason for the Jews to leave Israel has been to find better economic opportunities abroad . The constant stress and compulsory military service were other reasons cited by Jews to leave Israel . Yet others opted to emigrate to pursue higher education. Middle East or African origin Jews chose to leave Israel because of racial discrimination by the white Jewry. The Diaspora has a high rate of self-employment and does very well in financial and business sectors . Jews in Canada have very little affiliation to Jewish orthodoxy and tend to carry a negative image towards organized religion . Jews that migrate from Israel tend to carry their cultural heritage rather than religious identities. As a result, the Israeli Diaspora has a different cultural-religious orientation than the Jewish Diaspora, which becomes yet another point of discordance between the two communities. Second and third generation progeny of the Israeli Diaspora are losing their ‘Israeliness’ that is being replaced with ‘Jewishness’ . Sheffer argues that the relations of the state of Israel with their Diaspora are a unique phenomenon in its breadth and scope of interaction as compared to other ethno-national Diasporas. A large number of Jews no longer consider themselves to be exiles in their host nations . So, now there is no longer an urgency to return to their homeland. Part of this change of heart has been the growing realization that the Israeli state has understood the importance of the existence of the Diaspora in other countries and has made special efforts to engage with them at the governmental level. Thus two major Zionist ideas; return to Israel and negation of exile are no longer being propagated by the Israeli political establishment . The growing acceptance of their national status in their host nations is also a fallout of the weakening of communal ideologies in host nations which now allows the Jews a more inclusive social assimilation . Globalization and liberalization are now making it possible for the Jewish Diaspora to migrate to other host nations instead of the traditional aliyah or homecoming to Israel. In the present day, the transformation in relationship between the Israeli state and its Diaspora would require a redefinition of what constitutes Jewish identity and how to manage the State-Diasporic relationship . According to Shapira, while the Jewish Diaspora has fared well in the developed world, their brethren in the developing world have had no such socio-economic success. Coming from the lower socio-economic strata also limited the influence and adaptability of these Jews in their adopted homelands, which also affected their assimilation on return to their homeland. â€Å"Every wave of emigration produced a perceived dilution of the native Israeli identity that led to tension between the locals and the emigrants forcing a halt to immigration from time to time to allow for assimilation. On the opposite end of the spectrum are Jews who are leaving Israel for a variety of reasons. Some find the conflict in the Middle East and the daily threat to their lives too stressful. Others leave Israel for personal ideological reasons. This lot believes that the Israeli state puts too much premium on the Jewish religion as the core national value and wish to migrate to more inclusive locales. The out-group Jews have lesser attachment for Jewish causes in their adopted lands but nonetheless, the government of Israel realizes their importance in shaping international perceptions and keeps them engaged through their Ministry for Diaspora Affairs as well as Track II organizations. In the developed world, the Diaspora has achieved positions of affluence and influence. In the developing world they have remained at the lower end of the socio-economic strata, which has been the main driver for these communities to exercise their right to return to their Jewish homeland. The younger generation of Diaspora below the age of 35 has a lesser attachment to their homeland. Some have even raised contrarian views to question the conduct of the Israeli state in resolving the Palestinian issue. Others have opted to migrate out from Israel for a number of reasons such as better economic options, religious reasons or to escape from physical insecurity. Whatever be the varied contours of interaction of the Diaspora with the State of Israel, there is no denying the fact that the Jewish Diaspora is the most powerful and well organized community on which the homeland has great dependence. Bibliography Cohen, Rina. Israeli Diaspora. In Encyclopedia of Diasporas, by Springer Link, 136-143. NY: Springer US, 2005. Fullilove, Michael. Diasporas and The International System. Double Bay, Australia: Longueville Media, 2008. Merriam-Webster. Diaspora. 2009. http://www. merriam-webster. com/dictionary/diaspora (accessed 17 May, 2009). Shapira, Anita. Israeli Identity in Transition. Westport: Praeger Publishers, 2004. Sheffer, Gabriel. Is the Jewish Diaspora Unique? Refl ections on the Diaspora’s Current Situation. Israel Studies, volume 10, number 1 1-35.

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

Who or what is Edward Hyde? Essay -- English Literature

Who or what is Edward Hyde? Due to the Victorian background of this book we are led to believe Edward Hyde is a completely different character to Henry Jekyll but we soon start to find out that they are actually one person, but with just a slight physical and mental change. Some readers in Victorian times would have interpreted the story as a struggle between good and evil, with Jekyll being the 'hardworking, normal guy' and Hyde being the 'twisted, evil person'. This was emphasised by the Christian belief of humans having a divided soul. If your soul had been good, on judgement day you would be saved into heaven where as if it was bad you would be damned to hell. During 1859 Darwin was showing his ideas of humans descending from apes or simpler forms of life this confused and scared many Victorians, they were know longer unique they were part of one species among many. Stevenson's own experiences may also help us to tell who or what Edward Hyde is. Stevenson grew up in Edinburgh, which in itself had two faces. There was the up and coming 'new town' which was the re-generated modern part of town and the 'old city', which was covered with disease and poverty. Stevenson also lived a double life by day he would be studying in the 'new town', but by night he would go out to the 'old town' until late at night. This could be interpreted as the character Jekyll in the story actually being like Stevenson. Jekyll would work in his lab by day but at night he would go out to the towns of Soho. There are many connections between Jekyll and Hyde. On first appearance we learn that Hyde is a short, ugly and not like any other ordinary man, he also seems strong and unstoppable. People reacted to Hyde with a stro... ...feel any slight bit of emotion. Also 'audibly shattered' implies the shear force of Mr Hyde and even though he is able to hear the shattering of the bones inside the body it still doesn't make him stop, he continues with the beating just so he is able to get his 'kick' out of seeing someone in pain. Having understood the need for scientific experimentation, do we assume all experiments are necessary? In the case of Jekyll I think he needed to find out the unknown, so he could be satisfied by his evil side, which he had locked up for years. If the experiments had been more closely controlled in the beginning this could have been a better ending. I think that taking potions (drugs) to dabble with mans dual nature is never a recommended path. The best method of release is always the natural way, let the inner good and evil show itself when it is necessary.

C. Vann Woodwards The Strange Career of Jim Crow :: Woodward Strange Jim Crow Essays

C. Vann Woodward's The Strange Career of Jim Crow C. Vann Woodward’s book The Strange Career of Jim Crow is a close look at the struggles of the African American community from the time of Reconstruction to the Civil Rights Movement. The book portrays a scene where the Negroes are now free men after being slaves on the plantations and their adaptation to life as being seen as free yet inferior to the White race and their hundred year struggle of becoming equals in a community where they have always been seen as second class citizens. To really understand the motivation of C. Vann Woodward’s motives of his book, The Strange Career of Jim Crow, one must look at Mr. Woodward’s life. Comer Vann Woodward was born and raised in Vanndale, AK in Cross County on November 13, 1908. The town was named after his mother’s aristocratic family. He attended Henderson- Brown College in Arkadelphia, AK for two years before transferring to Emory University in Atlanta, GA in 1930, where he graduated. He received his PHD in history at the University of North Carolina and after he took graduate classes at Columbia University where he was introduced and influenced by the Harlem Renaissance. Woodward taught at Johns Hopkins University from 1946-61 and at Yale University from 1961-67. He won the Pulitzer Prize in 1982 for Mary Chestnut’s Civil War and won the Bancroft Prize for Origins of the New South*. It was when he was teaching at Johns Hopkins when he wrote the book, The Strange Career of Jim Crow. It was during the court ruling of Brown vs Board of Education in 1954 that Woodward started his lectures, which lead to his book, at the University of Virginia. His audience was more or less surprised about the race relations of the old south during reconstruction; most thought that the two races have always been separated with hatred. Woodward argues that the Jim Crow laws of the 1890s were a new concept of separating the two races. Throughout slavery and during the reconstruction period, the two races were fully integrated working on economics and political problems; the separation of the two races would lead to an insufficient and ineffective plantation. â€Å"The typical dwelling of a slave-owning family was a walled compound shared by both master and slave families.

The Deception of Visual Memory :: Photography Essays

The Deception of Visual Memory What is visual memory? And what does it mean to remember through images? Unlike verbal memory, visual memory functions primarily through a dependence on its materiality, on the texture and availability of the paintings, icons, photographs, films, and video clips that give it shape. We remember whole events through condensed images that reduce complex and multidimensional phenomena into memorable scenes. The meanings of wars, political conflicts, tragic romances, and cataclysmic disasters can all be found within a painter's brush or a camera's lens, as in Emanuel Leutze's 1851 rendition of George Washington crossing the Delaware River or Joe Rosenthal's photographic capture of the flag-raising atop Iwo Jima during World War II. The materiality of visual memory is deceptive, in that it overstates elements of the visual that cater particularly well to memory work. Visual memory depends on images that are simplified, conventional, schematic, and often composite. These images tend to arbitrarily connect with the event or object being remembered, rarely making explicit how they construct what we see and remember. Collectively held images thus act as signposts, directing people who remember to preferred meaning by the fastest route. These signposts are deceptive, favoring certain strategies for making, collecting, retaining, storing, recycling, and forgetting images that privilege certain ways of remembering over others. With photographs, visual memory's deception is particularly acute.We need only think of the photo of a dazed Jackie Kennedy gazing upon the swearing-in of Lyndon Baines Johnson as the next U.S. President or of the image of a small boy, his hands stretched above his head, being herded out of the Warsaw Ghetto by German soldiers, to recognize how well photographs work as vehicles of memory. But their strength is offset by the fact that in memory, one function of photography - its ability to "tell it like it is," commonly called its verisimilitude - is understated in order to privilege a second function - the ability of the photo to act as a symbol. In memory, then, contingent details matter less than the way in which contingent details are made part of a larger interpretive scheme. Holocaust photography bears this out with troubling implications for our understanding of contemporary atrocity. Photos of the liberation of the Nazi concentration camps in 1945 were recorded with inaccurate or incomplete captions, with few credits, and with an uneven relationship to the words at their side.

Discrimination and Ethnicity

With more than six billion people in this world, with a huge variety of human shapes, colors and sizes can race really be defined? As people spread across the world. Mixing among each other creating new kinds of faces there is no true race. But people such as Hitler believed that the Aryans where the superior race responsible got the cultural achievements in Europe and that they has to stop â€Å"racial contamination† that would come from breeding with inferior races by destroying them. Which caused the slaughtering of those deemed inferior: Jews, gypsies, homosexuals, slaves, and people with disabilities.It didn’t stop here, you’d think the world would try to make a difference but as Hitler era was fading, the â€Å"ethnic cleansing† by Serbs in Bosnia, the mass killings of Tutsis in Rwanda in 1994 were and are stilling taking place years after Hitler. What these people failed to see is that there is no â€Å"pure race†. People show such a mixture of physical characteristics – in skin color, hair textures, body shapes, eye color, height, weight and so on that there can not be a â€Å"pure race†. Our characteristics follow endlessly together, the mapping of genome system shows that were strikingly homogenous.Although large groups of people can be classified by blood type and gene frequencies they still cannot be classified as a race. The idea of a race in far from a myth, its embedded in our culture, it is part of our everyday lives. Sociologist D. S. Thomas observed that if people define situations as real, they’re real in their consequences in other words, people define situations as real, they’re real in their consequences in other words, people act on beliefs, not facts (Beckwith and Jones, 1997). As a result to that we will always have people like Hitler who feel that killing people that they believe is inferior is perfectly fine.Incidents such as the above still happen in today’s world but they are hidden from the public eye, what isn’t hidden and does continue toady seems as if no one is trying to make a difference is prejudice and discrimination, a war that will never stop. Prejudice can be defined as a prejudging of some sort, discrimination on the other hand can be defined as an action, and unfair treatment directed against someone on basis of their age, sex, height, origin, marital status, education, income, religion, etc, but when its due to race we usually call it racism.Why are people prejudices? The common sense answer is that people may have had a negative experience with a member of the other group. But Psychologists such as Eugene Hartley (1946) made studies showing that its more than just an old incident, his studies showed that prejudice against all other groups as well. Social scientists have developed several theories to explain prejudice; there are two types of theories, Scapegoat, and the Authoritarian Personality.People who are unable to release there stress to the source usually tend to release it on other people and they tend to find someone to blame their mishaps on and this usually becomes their scapegoat, often a racial, ethnic, or religious minority that they unfairly blame for their troubles. The other theory is The Authoritarian Personality Theodor Adorno’s term for people who are prejudice and rank high on scales of conformity, intolerance, insecurity, respect for authority, and submissive to superiors. Sociologists find these theories to be inadequate, they stress that the key to find prejudice is from the outside not form within.Sociologists focus on how some environments foster prejudice, while other discourages it. Sociologists have a few theories; Hitler used Functionalism, he hired Fritz Hippler, a Nazi intellectual was put in charge of the entire German film industry and he was told to create anti-Semitist, and he did by producing movies that compared Jews to rates, that their breeding would c ontaminate their â€Å"pure breed†. You can see that prejudice is functional and it creates in-group solidarity, and destroys human relationships. Conflict Theory- a theoretical framework in which society is viewed as composed of groups competing for scarce resource.Symbolic interactionism examines how people’s labels affect perception and create prejudice. When we apply a label to a group we tend to see its members as all alike, this leads to stereotyping and discrimination and may even create a depicted behavior. Symbolic interaction shows that were not born to a â€Å"race†, and ethic group where we lean beliefs, values; we learn to perceive them negatively or positively. If discrimination is common in our groups, we learn to practice it commonly. Discrimination is like a learned skill if you practice it enough you won’t even realize you using it.William Julius Wilson, a sociologist, argues that social class has become important that race is determine the life chances of African Americans. Prior to the Civil War African Americans were excluded from everything that could help you advance in life and become wealthy. As African Americans moved out of the inner cities, as legislators began opening doors for African Americans, as a result they were able to get better paying jobs, live a middle-class life, but those who were left behind in the inner cities they were trapped in poverty (Wilson, 2001).I believe that people choose their way of life, yes it is true that things may be harder for an African American or a Latino person, but things are hard for everyone in their own individual ways. I do believe that in today’s world things aren’t based on race in some places yes but as from what I see I believe its based on your social class, who you are, who you know, where you work, and how much money you have, that’s what I believe matters in today’s society.Although sociologists like Charles Willie, states that even African Americans do the same work as whites, whites average higher pay than African American, he argues that it racial discrimination not social discrimination. He states that we need to provide more jobs for the people in the inner cities; with more jobs there’s more hope in inner cities and an anchor to a responsible life. But being richer for an African American is still a problem because certain people start assuming things for example an African American person driving a new car a cop tends to find reason to pull them over, just to make sure the car isn’t stolen.Both sociologists have a strong point of view, but I also do have my own view in prejudice and discrimination. In today’s society minority groups have a better chance to achieve their goals, for example everyone can attend the same college, travel the country, eat in the same place and even be best friends with someone of a different ethnicity, while this is taken for granted I honestly think it’s a beautiful thing. Prejudice and discrimination is a war that will be fought through out ones life regardless, of their race, color, size, height or social status.As we flash back we see that discrimination has always been around in all different forms. We, as the human race need to focus on not judging people before we know them for who they are. Today, there are so many type of people in the world that stereotyping are always incorrect. If everyone in the world had respect for one another we would live in peace and be able to let others believe in what they wish and except everyone’s differences. If we teach our children and change our ways, sometime in our future we will be closer to accepting that a man’s character is based upon content of his soul, not his color, ethnicity, or their religion.

A Reflection

The best training ground for every deserving student is in fact, the University of Arizona. Its education is the food market of the human mind. It fuels the student’s professional growth and thrusts him towards definite directions in his day to day activity. Furthermore, this university is his watering holes from which he quenches his thirsts and draws his strength as he travels treks through his arduous journey towards excellence and fulfillment. Over the years, this institute has able to mold its graduates into becoming professionals with superb brilliance, genuine dignity and outstanding values.From that day I stepped into this mammoth training ground, I was convinced this University would mean more than life to me. Its warm people, specialized programs and well-prepared curricula are the best tools to guide and shape a freshman like me.My first semester in the University of Arizona is a time of transition, in which I experienced inner transformation as well as realization of my worth as a young adult. I have realized, that with adulthood, comes responsibility. Responsibility is synonymous with obligation, dedication and perseverance. I have the obligation to make the best of my time and effort while studying, not only for the enrichment of myself but also for the benefit of those who have been backing me up in prayers and in thoughts.Aside from these, I have realized that I am accountable to my actions and the little decisions that I make each day, to keep myself whole until that day I got that priceless sheet of paper to pursue my dreams and give back to my family and my country their rewards of life and love, as much as my parents have consented and gave their full trust and support to me, even though being in this university means to be miles and miles away from home. This university has taught me to be committed to every particular task I have, especially in my academics. These things could be as simple as doing my homework diligently or to bigge r things like spending wisely every single penny my parents have worked for. Furthermore, this university has taught me to dedicate myself towards living up into its vision and mission and constantly strive to gain excellence not just mentally, but holistically.Back from my humble and simple city in California, I used to misunderstand the independence I have. I relied solely with my parents and left all the household responsibilities to them. I hardly even washed the dishes, nor fixed my room! I did not even bother to clean the house or even my own mess.   I was used to having all things readily set and made available for me. I was reluctant with my studies and my dreams in life were vague. In fact, I enjoyed the company of friends and loved to stay outside shopping and partying, thinking these things would make me happy. But, I was wrong! Not that I have not yet matured that time, but I should say, I refused to grow.Aside from responsibility, I have learned to possess the virtue of balance; where there is freedom, there should always be balance. In my quite life here, I have learned to live life on my own, prepare my food, wash my clothes, clean my room, do my homework and be at peace with everyone. I have to cope with the busy schedules in school and meet the deadlines and make sure that I have read my lessons in advance. Unlike before, I realized that am not getting any younger and that, in this busy world, one should always be in moderation, no matter how many the predicaments are.Speaking of predicaments, my grandmother’s death was one of the most challenging experiences I have during my first semester here. I have been very close to her and being favored by her so much.   I never actually felt very far from home since she was always there beside me to cheer me up and inspire me. But with her death, I felt effortless with school. I was afraid to live alone and assume my responsibilities as a grown-up individual. So I had to go home most of the time.   But through constant effort and vivid plans in life, I have managed to make good in my first training at the University of Arizona. My grandmother’s death served as a challenge for me to believe in myself as much as she trusted me and believed in my potentials. In the real life, everything passes by and that all we need to do is to learn wholeheartedly from every particular experience and take that experience objectively for the betterment of ourselves.I love this university, its people and the promises it holds for each student. Although, I am experiencing a difficult time to adjust to my classmates since all of us come from different states, and the harsh hot weather this State has, I still find this very challenging and exciting. Being in a big city like Tucson is no joke for a young student but I am willing to explore the opportunities this school provides, if these were to open chances of improvement. I love the excitements here, all the fun and the activities set for students. I love the way this institution has become a tool to shape me into a better a person.I know it has only been a semester, but I could see how challenging the coming semesters would be. With the right training and education I have right now, I can see a brighter future not just for my self, for my family and also for my country. America has lots of intellectuals already!   This time, and in the years to come, what it needs are people who do not just have the minds but the heart as well! America needs citizens who are open to the growing changes in the society, taking into consideration the welfare of everybody. America needs people who, despite the diversities there are, remain to be a united and strong citizenry. The country’s effort of producing value-centered graduates demands no less! I am confident that the University of Arizona will make me and the rest of us here to be one of those people America has been longing for!