Nucor Steel Case Study

There are numerous serious powers that are influencing Nucor Corporation. A portion of the essential ones are the market size, number of adversaries, and pace of innovative change. The market size is contracting a result of the expansion in contending worldwide steel organizations. The quantity of adversaries in America is declining because of higher work costs than in remote nations. There is a quick pace of innovation in the steel business and it appears that the organization, that acquires the most up to date innovation, prospers. This is because of the trouble in lower expenses of steel creation. Better innovation is one of the main approaches to diminish costs since work is practically at a set expense and all that is left is the expense of iron and making the steel. On the off chance that an organization can get its hands on another innovation that permits it to under value its rivals then it has a major favorable position in the steel business. Nucor’s principle rivals in the steel business are AK Steel Holding Corporation, Mittal Steel Company, and U. S. Steel. The five powers for the steel business are the purchasers, substitutes, providers, danger of new participants, and adversaries. The purchasers have a genuinely solid force on the steel makers. This is a result of the low exchanging cost between contenders. Except if an agreement is marked between a steel organization and its purchaser, there is little expense to the purchaser in the event that it needs to change to an alternate steel organization. There are not a lot of substitutes for steel, as steel is a product, so the substitute force is feeble. Steel is a stand-out thing in that it is solid and flexible in its utilization. It is utilized in structures, autos, spans, carport entryway openers, and numerous other ordinary articles. Providers likewise have a frail force in the steel business. The providers are providing iron to steel organizations. Iron is extremely normal and numerous organizations sell it. Additionally, steel organizations often incorporate in reverse and give their own iron to their steel factories. The danger of new contestants is feeble because of high section boundaries and the current battling contenders. The adversary power is moderate to solid in light of the fact that there are a reasonable number of steelmaking organizations. Additionally steel dumping happens, yet I will discuss that later. As indicated by this investigation, Nucor is in a three star industry, so it appears to have an alright possibility at enduring. It isn't the best business to be in, yet Nucor still has had the option to prosper because of its authoritative way of thinking and mechanical advancement. 2) The main thrusts behind the steel business are industry development rate, globalization, mechanical change and assembling process advancement, exit of significant firms, and regular change in cost. The steel business is falling. There is a declining interest for steel and numerous organizations have just failed or are nearly failing. A portion of these organizations are Bethlehem Steel and Ling-Temco-Vought. The steel business is extremely hard to contend in on the grounds that more steel is being delivered than there is interest for it. Globalization is additionally an issue for the steel business in America. Because of globalization it is getting simpler for contending organizations to send their items to different nations. This causes an issue for organizations like Nucor on the grounds that America has severe work laws. In different nations work is misused and laborers are paid practically nothing, while in America, organizations must compensation their laborers a lowest pay permitted by law. One beneficial thing that America does is give taxes on approaching steel items to enable American organizations to more readily contend with the global organizations. A few nations are auxiliaries to the steel organizations in their nations. This implies the legislatures have a personal stake in the organization and need it to succeed. The organizations would then be able to sell items, similar to steel, at a much lower cost because of the approaching financing structure the administration. China has been blamed for this and America has made a move to make the World Trade Organization aware of settle the issue, however this is just one stage to â€Å"leveling the playing field† with China. The advancements for making steel are continually changing and this takes into account increasingly proficient and consequently less expensive steel items. It appears that the organizations, who acquire these advances, get a noteworthy head start in the business. Like I said previously, numerous organizations are failing and are leaving the leaving the business. Since steel is a ware it prompts extremely unpredictable costs and can change as often as possible because of interest. By taking a gander at Exhibit 1, you can perceive how the normal cost per ton diminished structure $425 per ton in 2000 to $354 per ton in 2001. This display shows what number of huge amounts of steel Nucor sold during specific years from 1970 to 2006. It is fascinating to see that Nucor’s total compensation was genuinely low during the long stretches of 2000-2002, yet expanded to $1,121. 5 million. This is a direct result of Nucor’s numerous acquisitions during the low time frame. Only a couple of years after the fact in 2004, the cost of steel was back up to $595 per ton. These main thrusts effectively sway the steel industry’s serious structure bad. These main impetuses make it hard for steel organizations to contend in this industry. 3)The possibilities for future benefit of the U. S. steel producers are extremely ugly. Except if America can effectively battle China’s hugely, cheap, creation capacity, I don't perceive any American steel organization enduring. China simply has too large of a creation capacity and has the workforce to do it efficiently. Nucor should extend in this industry in the United States to endure. On the off chance that the WTO dealings with China work out positively, at that point American steel organizations may get an opportunity in the steel business. On the off chance that they do, at that point America can build duties on approaching steel items and allow American steel organizations to endure. Future gainfulness looks bleak for American steel organizations due to what I portrayed previously. China has been blamed for sponsoring its steel organizations, in this way financing them to make it conceivable to â€Å"dump steel† which is the way toward selling steel at costs beneath the expense of making it. China would do this since then it would in the long run under cost outside contenders and force them to leave business. This, as far as anyone knows, occurred in 2000-2001 and crushed the steel business in America, making numerous organizations fail or be purchased by different organizations. Nucor was fortunate enough to have endure this drop out and procured many steel plants at low costs. The steel business bounced in 2005-2006 and this permitted Nucor to become quickly because of its past acquisitions. On the off chance that America can again endure the huge Chinese force, at that point Nucor will succeed, however right now it looks distressing for the American steel industry. 4)Nucor has embraced a minimal effort procedure dependent on four sections. These parts are acquisitions, mechanical advancement, plant development, and joint endeavors. The procurement part of the Nucor system is that it has gained a wide range of steel organizations in 2000-2001, when the steel business in America was languishing. Due to the low time in the steel business, Nucor could buy steel organizations at lower costs than ordinary. This helped its minimal effort methodology generously in light of the fact that it permitted Nucor to become at this point despite everything stay an ease steel maker. Display 2 shows Nucor’s financials, and precisely outlines the hit Nucor took during the low time of 2000-2003. This was an ideal time for Nucor to purchase other steel organizations, as this was one of the main ways for it to develop. Nucor put vigorously in new advancements. Putting resources into new advancements is significant for steel organizations to do, as it is anything but difficult to diminish costs if the organization has an a dependable balance on another innovation. Nucor concentrated on the acquaintance of problematic innovations with give it a favorable position in the market when contrasted with its rivals as far as item quality, cost per ton, and piece of the overall industry. One case of this is the Castrip procedure. This new procedure created level moved, carbon, and hardened steels in exceptionally slender measures. It permitted Nucor to deliver steel in less advances, and helped produce investment funds in its working costs, along these lines expanding Nucor’s net gain. The Castrip procedure required lower-quality piece steel, which diminished expenses of the piece steel, and required 90% less vitality. Additionally this new procedure cut green house gases by 80%. Nucor additionally expanded its capital speculations on the most up to date apparatus to give progressively productive steel plants. By furnishing its workforce with the most ideal innovation, Nucor had the option to maximize creation yet still hold a sheltered workplace. The usage of persevering plant directors, created dedicated administrators that are forceful enough to execute strategies to improve item quality while minimizing expenses. Nucor’s last key part was its joint endeavors. By putting resources into joint endeavors, Nucor had the option to develop globally with out the full capital hazard. A few instances of this were its joint endeavors in Brazil, Australia, and Trinidad. The joint endeavor in Brazil was between Companhia Vale do Rio Doce and Nucor. The objective was to create an ecologically inviting pig iron plant that pre-owned eucalyptus trees as fuel. The utilization of eucalyptus trees as fuel expelled 2,400 pounds of carbon dioxide from the climate for each one ton of pig iron created. Another joint endeavor was three different organizations in Australia. This plant utilized another innovation procedure called HIsmelt. This new procedure changed over iron mineral to pig iron at a lower cost and higher caliber than recently realized pig iron creating advancements. The Trinidad plant was procured in 2007 and was initially in Louisiana. The plant was moved to Trinidad due to the consistent flexibly of petroleum gas as fuel in this manner bringing down expenses. This plant decreased salvaged material reliance by as much as 25%. It likewise allowe

21st Century Advertisement Tactics Essay Example For Students

21st Century Advertisement Tactics Essay 21st Century Advertisement TacticsAt first look you see a unimaginably attractive man grasping a charming youngster. The two appear to in adoration. They are in solitude, kissing in a dim bleak metro station. By what means would this be able to be a promotion for mens shoes? Most notices utilize engaging visuals like these to sell their items. A large number of those procedures are irrational, beguiling, and some may even be viewed as excessively suggestive. The connected notice for shoes utilizes a considerable lot of these methods in crusading their item to clients. It advances shallow qualities (sex bid), it was unreasonable, and even beguiling. This notice was designed more for men. It is an advertisement for mens shoes and was found in a magazine designed for men. The magazine Maximum is designed for the most part for the male group. The most unmistakable figure in the ad is the thing that has all the earmarks of being a couple, wearing dim dull hues, remaining in a metro kissing. Be that as it may, at the base of the notice a splendid tan shaded shoe seems to leap out at you from the grim dull back round. This ad is a prime case of utilizing shading to advance an item. The tan shoe is brilliant rather than the horrid flat appearance of the foundation. It appears to bounce off the page and catch your eye. Unmistakably in this ad shading was utilized to help expand on the item. The utilization of shading is just one of the numerous methods promoting organizations can use to decorate their item. Now and again they may utilize strategies that after looking into it further show an absence of rationale. For instance, in this specific ad I saw a couple kissing. At that point as I contemplated to myself I pondered, How could that specific shoe help a man get an excellent ladies like that? It was counter-intuitive that since he wore a specific kind of shoe he was increasingly alluring to the other gender. The sex should conceal or divert the watcher from the absence of rationale in the commercial. Not exclusively was this promotion unreasonable, yet additionally it was utilizing probably the most established strategy in commercial, sex advance. The promotion delineated two extremely appealing individuals kissing. They are holding each other close and each touch seems, by all accounts, to be delicate and delicate. From their kiss to the delicate dash of his hand over her lower back, the image proposes delicate arousing developments. All these visuals suggest something very similar, sex. Shoes can't build the opportunity that a man will engage in sexual relations. Notwithstanding, it is inferred by the publicizing organizations to improve the probability that the client will by the item. Publicizing organizations to advance an item likewise use trademarks. The trademark utilized by this notice is GXB no second thoughts. The GXB is written in huge, strong, white letters, and the no second thoughts was written in marginally intense, red letters, in an irregular textual style. From the outset I saw that shading was by and by used to advance the item, yet then I found that the trademark was to some degree irrational. What did no second thoughts mean? No second thoughts for purchasing the shoe or potentially no second thoughts cause Im with a lovely young lady. Its not satisfactory with regards to what the no second thoughts implies in the motto. The trademark most likely should imply that there are no second thoughts for purchase this shoe since now you are with a wonderful lady. This has neither rhyme nor reason. Promotions around the globe use strategies, for example, these to bait in potential clients. Procedures, for example, sex claim are frequently misleading and shallow. Numerous notices are made to introduce the item in a satisfying manner and don't generally sound good to the client. A promotion that would bode well would tell the client how much the item it, what the item is, and where the client can purchase the item. In spite of the fact that not all commercials utilize these strategies of misdirection, sex request, or shading, many do. This strategies are utilized in magazines, yet in commercials of various sorts. .ub9f764ac5f0b9961aef0f426da05e20b , .ub9f764ac5f0b9961aef0f426da05e20b .postImageUrl , .ub9f764ac5f0b9961aef0f426da05e20b .focused content region { min-stature: 80px; position: relative; } .ub9f764ac5f0b9961aef0f426da05e20b , .ub9f764ac5f0b9961aef0f426da05e20b:hover , .ub9f764ac5f0b9961aef0f426da05e20b:visited , .ub9f764ac5f0b9961aef0f426da05e20b:active { border:0!important; } .ub9f764ac5f0b9961aef0f426da05e20b .clearfix:after { content: ; show: table; clear: both; } .ub9f764ac5f0b9961aef0f426da05e20b { show: square; progress: foundation shading 250ms; webkit-change: foundation shading 250ms; width: 100%; mistiness: 1; progress: darkness 250ms; webkit-progress: haziness 250ms; foundation shading: #95A5A6; } .ub9f764ac5f0b9961aef0f426da05e20b:active , .ub9f764ac5f0b9961aef0f426da05e20b:hover { murkiness: 1; progress: obscurity 250ms; webkit-change: haziness 250ms; foundation shading: #2C3E50; } .ub9f764ac5f0b9961aef0f426da05e20b .focused content zone { width: 100%; position: relative ; } .ub9f764ac5f0b9961aef0f426da05e20b .ctaText { fringe base: 0 strong #fff; shading: #2980B9; text dimension: 16px; textual style weight: intense; edge: 0; cushioning: 0; content embellishment: underline; } .ub9f764ac5f0b9961aef0f426da05e20b .postTitle { shading: #FFFFFF; text dimension: 16px; textual style weight: 600; edge: 0; cushioning: 0; width: 100%; } .ub9f764ac5f0b9961aef0f426da05e20b .ctaButton { foundation shading: #7F8C8D!important; shading: #2980B9; outskirt: none; fringe range: 3px; box-shadow: none; text dimension: 14px; textual style weight: striking; line-tallness: 26px; moz-fringe sweep: 3px; content adjust: focus; content beautification: none; content shadow: none; width: 80px; min-stature: 80px; foundation: url(https://artscolumbia.org/wp-content/modules/intelly-related-posts/resources/pictures/straightforward arrow.png)no-rehash; position: outright; right: 0; top: 0; } .ub9f764ac5f0b9961aef0f426da05e20b:hover .ctaButton { foundation shading: #34495E!important; } .ub9f764ac5f0b9961aef0f426da05e20b .focused content { show: table; stature: 80px; cushioning left: 18px; top: 0; } .ub9f764ac5f0b9961aef0f426da05e20b-content { show: table-cell; edge: 0; cushioning: 0; cushioning right: 108px; position: relative; vertical-adjust: center; width: 100%; } .ub9f764ac5f0b9961aef0f426da05e20b:after { content: ; show: square; clear: both; } READ: The Arena - Sensory Overload Expository Place Desc Essay From TV, to radio, to item arrangement in films, these are utilized all over the place. I concur that numerous promotions today are beguiling, however there are methods of recognizing

Business-Level and Corporate-Level Strategies Assignment

Business-Level and Corporate-Level Strategies - Assignment Example In addition, AT&T gives GSM, TDMA and UMTS administrations. These are the case of specialty advertising exercises. AT&T has begun to sell their remote and GSM benefits in iphone, teaming up with Apple Corporation (Grant and Meadows, 2012). Its selective accord to serious commercial center has separated AT&T from its potential rivals. Immense range use of AT&T offers its endorsers the video conferencing administration. AT&T remote is the main telecom organization in US showcase that guarantees; individuals can get associated with one another anyplace and in any case by its productive telecom administration. AT&T has effectively broadened their business in a few worldwide markets. It is the main remote specialist co-op in worldwide market that gives Voice-IP, Voice-PTT, HSPDA and video sharing. In addition, productive channel introduction has expanded the upper hand of AT&T. The narrative of AT&T delineates the 130 years of age history. The old mammoth organization has productively served the clients in media transmission part. From the establishment in 1875 by Graham Bell to this current period, the worldwide media transmission industry has prove a few key occasions of AT&T. The investigation centers around the corporate-level systems of AT&T. After the effective innovation of phone in the year 1875 by Graham Bell, the organization has broadened their business. The vertical incorporation of the organization made the chance of moving the corporate aptitudes of the organization. In an expansion, BTC additionally did acquisitions of numerous licenses. It really expands the market intensity of BTC. A long time after years the both vertical and flat combination encouraged BTC to make the economies of extension. In addition, they have ceaselessly created the skill innovation. The monopolistic status of the organization came about many documented guideline suits. At a certain point of time AT&T lost the brand picture and enormous piece of the pie due to

Teaching and Philosophy - Free Essay Example

I have been an early childhood teacher for many years. My style of teaching and my philosophy have grown with me. I no longer frown at the bunch time reading interruptions as I once did. I now see them as the children being interested and intrigued by the story. I no longer control how much glue can come out of a bottle, yes it will take a week to dry a natural consequence with a lesson learned. And I no longer ask children to sit and do ABC worksheets that are anything but developmentally appropriate. I allow for instinct to prevail with writing pads and accessories available all around the classroom. In my opinion, the best education a child can receive is one based on the holistic approach where the teaching consists of the physical, emotional and psychological well-being of a child. In holistic education, the teacher is seen as a mentor or a friend instead of the person who knows all the answers. The curriculum is based on the childrens interest, and the families are invited to share their in-depth knowledge of the individual family culture. The classroom is inviting, honest communication is expected, and the differences between people are respected and appreciated, cooperation is the focus rather than competition. The classroom should support multiple ways of learning: auditory, visual, kinesthetic and logical/analytical. The auditory learner remembers information by talking aloud and needs to have things explained orally, and often enjoys talking in groups over working alone. I would support this learner with regular conversation. The visual learner assimilates through watching. They remember visual details and prefer to see what they are learning. I would physically show them how to do something. Kinesthetic learners like to be eagerly involved in the learning process. They learn best through hands-on activities and want to touch things to learn about them. For them, I would make sure the classroom had many hands-on experiences. For the analytical learner, they learn through exploring patterns and understanding how things relate to each other. Classroom ideas to support them would include knowing how things work and allowing for lots of questions so they can understand how things are interco nnected. Every child learns through a variety of these learning styles. For the children to be successful, there needs to be a balance of all these approaches. I believe that children learn best if the curriculum is based on their interests. Daily I observed the childrens interests and expanded on them, making sure the classroom environment is engaging and inviting with a hands-on approach. Using developmentally appropriate practices (DAP) in my curriculum, I would maintain age-appropriate expectations, provide each child with a right amount of challenge, support, sensitivity, and stimulation that promotes development and learning. The NAEYC position statement on DAP states All teaching practices should be appropriate to childrens age and developmental status, attuned to them as unique individuals, and responsive to the social and cultural contexts in which they live. Following that account, the classroom structure should support itself. For a classroom to run smoothly, the families need to be involved. I would work toward building strong and trusting relationships with both the children and their families. When the parents know I genuinely care about them, they begin to open up and share more about their joys and struggles in life. As the relationships grow, a strong sense of community is built. They come to trust me, and I come to trust them. When the children see this connection, it allows them to become more comfortable in the classroom, and before long we see each other as an extended family which supports a wonderful nurturing teacher-child-family relationship. As an experienced teacher in this field, I deeply value the importance of other professionals. Having the ability to work as a team and knowing how to accept expert advice not only helps the child, it improves the care I provide in the classroom. From the speech, physical and occupational therapists to the behavioral specialist I would not be able to do my job in supporting children without working with them and relying on their knowledge. The help they provide and the information they share is an invaluable asset to me as a teacher. What I learn from them teaches me how to offer support to all the children in my care, not just those with special needs. Often the best support comes from my colleagues. With many years of experience in various roles, with multitudes of children, my fellow teachers and often directors have not only their experience to rely upon but the answers I am often seeking. They are such an excellent resource that often gets overlooked. It should be encouraged tha t teachers get reflective guidance at every staff meeting. Collectively it could solve a lot of concerns with children when staff can toss around ideas to best help a situation. I believe children are capable of learning, exploring, problem-solving, loving and communicating. They are truly amazing beings. If there are few limitations put on them, their abilities are endless. As a teacher, I learn something new every day as I work with children, something about myself and always something about them. Children deserve a learning environment that offers a safe, integrated space where play, freedom of movement, developmentally appropriate materials and practices, positive reinforcement, and educated, caring teachers are readily available. I want the values in the classroom to reflect a positive outlook on life, appreciating even the smallest of creatures to the biggest of imaginations. I will continue to teach from a place of deep love and respect for the littlest in our society as it is what brings me to this calling. At the end of our time together I would hope to leave each child with a love of learning, a sense of wonder, a sense of community and joy in their heart. Only when successful would feel as if I deserved the title of Teacher.

The Theme in The Minister’s Black Veil Essay - 2601 Words

The Theme in â€Å"The Minister’s Black Veil† Morse Peckham in â€Å"The Development of Hawthorne’s Romanticism† explains what he interprets Hawthorne’s main theme to be in his short stories: This technique, though Hawthorne’s is different from that of European writers, creates analogies between self and not-self, between personality and the worlds. . . .Henceforth Hawthorne’s theme is the redemption of the self through the acceptance and exploitation of what society terms the guilt of the individual but which to the Romantic is society’s guilt (92). The interplay between the guilt of the individual, Reverend Mr. Hooper, and society’s guilt, underlies all of Nathaniel Hawthorne’s â€Å"The Minister’s Black†¦show more content†¦. . . it puts one outside the ‘magic circle’ or the ‘magnetic chain’ of humanity, where there is neither love nor reality (54). The theme arises from the central conflict in the tale, which is an internal one, a spiritual-moral conflict within the minister, the Reverend Mr. Hooper. â€Å"Everything he has to say is related, finally, to ‘that inward sphere’† (McPherson 68-69). The minister’s absorption into the problems of his â€Å"inner sphere† cause the draping of the crape veil and the resultant alienation from people. At the outset of the tale, â€Å"The Minister’s Black Veil,† the sexton is tolling the church bell and simultaneously watching Mr. Hooper’s door, when suddenly he says, ``But what has good Parson Hooper got upon his face? The surprise which the sexton displayed is repeated in the astonishment of the onlookers: â€Å"With one accord they started, expressing more wonder. . .† The reason is this: â€Å"Swathed about his forehead, and hanging down over his face, so low as to be shaken by his breath† is a black veil. 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Using Data Driven Decision Making - 1548 Words

According to Provost and Fawcett (2013) data-driven decision making refers â€Å"the practice of basing decisions on the analysis of data rather than purely on intuition.† For Example, a seller could select the advertisement based on his long experience in that field or his eye for what will work. He can also do the selection on the analysis of data regarding how the people will react to different advertisements. In today’s organization, managers make a great effort to use data driven decisions because data-driven decision helps in gaining competitive advantage and it can be most interesting and transformable. A study from the MIT center for Digital Business found that the organizations driven most by data-based decision making had 4% higher productivity rates and 6% higher profits. (Rouse) Using the data-driven decisions oftentimes creates the scarcity of information and the organization operates in dynamic and complex environment which creates instability or uncertainty. 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Voluntary Turnover is a Problem for Many Organizations for Procedia

Question: Discuss about theVoluntary Turnover is a Problem for Many Organizations for Procedia. Answer: Introduction In the human resource context, voluntary turnover continues to be the choice of workers to terminate their association with the organization. It can occur when the employee of a given organization chooses to leave the organization without receiving interdiction letter (Burnes 2016, p. 47). However, in every case of voluntary turnover, the departure of the employee is not the result of the negative relationship with the management of the organization. The event of voluntary turnover remains to be a major problem for most organizations. The organizations are always exposable to loosing of the valuable employee who is hard to find their appropriate replacements within a short duration. In many organizations, employees leave employment for various reasons. Business researchers conducted in most organizations have shown that the primary reasons that lead to voluntary turnover are organizational instability, limited growth opportunities, and feeling undervalued (Anvari et al., 2014, p. 187 ). Other causes include employee misalignment, rude behavior, work-life imbalance not fitting into the culture of an organization, or cases of being attracted to another employer that provides more of what the worker is looking for in the employment sector. Besides, employees might decide to vacate their jobs for other unknown reasons. In some cases, they may feel dissatisfied with their position or their compensation, they might have the urge to seek a career change, or they might have received and accepted another lucrative offer from a different organization (Koen 2013, p. 1). The cases of voluntary turnover aways involve competent workers leaving their positions leading to adverse impact on operations of the organizations. As a result, cases of voluntary turnover can be costly and demand the activities of the organization because of the costs associated with ideas of recruiting as well as hiring the new worker. Therefore, the primary target of this research paper is first to sho w how the voluntary turnover is a problem for many organizations in the global business environment. Secondly, this work aims at explaining into details three broad reasons that lead to the voluntary turnover, and finally presenting some of the suggestions on what the organization can do to retain their highly skilled along with motivated workers. Why emoployees voluntary turnover is the dilemma for msot organizations Cases of employees turnover among employees are warning signs of low morale among the workforce of an organization, and this forms one of the factors that negatively affect the productivity of the organization. Voluntary turnover remains as the biggest problem for operations of many organizations. These organizations have to incur more costs in their operations to recruit new employees (Pulce 2014, p. 9). High cases of voluntary turnover among employees from different companies can have several detrimental impacts on operations of organizations. Voluntary turnover can negatively affect the activities of productivity of the enterprise, reduce the quality of customer service, reduce profits earned by the team, and affects turnover costs. The other reason is the huge budget that the organizations have to use in training new employees as well as the organization need to lose the right amount of time in socializing new employees with the organization culture (Vance 2012). The increase in wage bills among various organizations so that they can be able to be competitive in the marketplaces just like their counterparts that offers huge salaries to attract more employees. Increases costs of operations In case a qualified employee leaves the organization voluntarily, the organizations have to incur additional charges during their activities in recruiting and training of new employees. Many people who leave the organization without giving prior notice affect the operational costs of the organization. According to David Coenan (2016), the organizations have to channel so e of their capital aimed at increasing their operations to processes of advertising for the vacant posts. Other organizations have to provide money for the newly recruited employees to relocate from one region to another. All these funds incur because of voluntary turnover of an employee makes the company loose its profits, thus reducing its revenue in every financial year of its operations (Barlett 2014, p. 49). Besides, other few activities that are costs associated with the process of replacing employees after leaving an organization include training costs, onboarding, and orientation fee by other employees. Ther e are also some of the costs incur by the administration of the organization that is indirect in the operations of the company. Some of these costs include the costs for organizing the interview of new applicants for the vacant position and call charges to contact various companies if they have extra personnel that can feel the void left during the case of a voluntary turnover. Therefore, voluntary turnover among employees continues to be costly for most organizations. Turnover affects operations of most companies because after using the huge sum of money in recruitment processes they are not able to recover it within a short period. Organizations always take a considerable amount of money and time to boost their operations. The newly recruited employees have to learn the job before they prove themselves. Therefore, the company will lose more income as their activities will have to receive adverse effect because recruits will take some duration to learn on how to recognize the subtleties of their jobs (Peltokorpi et al., 2017, p. 612). Therefore, replacement of qualified personnel by the organizations will make them use the money that was not in the budget. The money used during the process could have applied to improving the operations of the organization rather than searching for a new employee. Moreover, voluntary turnover makes the company incurred costs of researching to understand what might be the leading cause in their operations (Kim Chan g 2014, p. 389). The cases of voluntary turnover in most organizations make the management to use the huge sum of money to form the culture that is collaborative, team-oriented, as well as constitute the network of equal and respectful relationships among their employee. The organizations use the money that they have the channel in their operations to find ways of supporting career goals of employees so that they can reduce the cases of voluntary turnover of employees (Selden Sowa 2015, p. 195). Consequently, many organizations, focus on using their capital in improving the conditions of their employees so as they can control case of turnover, thus making them use the extra cash in the budgeted for in their operations. Therefore, voluntary turnover remains to be the problem for many organizations. Decreasing production rates Voluntary turnover has been viewable by many kinds of literature that deal with human resource management to lead to the decline in production rates of organizations. The disruptive change that results due to voluntary turnover within organizations affects the operations of various sectors. The results of voluntary turnover in the productivity modify the number of personnel needed in operations of an organization at every given time (Stewart Diebold 2017, p. 752). The declined in some personnel also affects the production rate by reducing the produced goods and services. Besides, the neglect to handle cases of voluntary turnover leads to bias in management in the production function that results in the overestimation of the duties of production parameters if the inputs positively correlate with the factors of management (Oberle 2014, p. 22). Cases of voluntary turnover make most companies lack appropriate personnel with knowledge and skills that are better than others are at choosin g appropriate matches and dissolving bad ones to increase the production rate. In some cases, the loss of skilled laborers during the cases of voluntary turnover is hard to replace, and this affects the production making many organizations have a decline in their productions. Voluntary turnover continues to be the problem for the most organization regarding lowering their predictions by hampering their operations. Besides, the small percentage of voluntary turnover within an organization may cause the considerable amount of losses in production. It directly affects the amount of production as well as productivity of an organization. Such losses in production due to loss of enough workforces in handling production processes make the employee turnover in many organizations to be a problem. According to report by Stewart (2017, p. 176), voluntary turnover causes the replacement process of workers to be costly and time-consuming, and all these factors are essential in the production of an organization. The loss of these vital elements makes organizations to have the decline in their production activities. Therefore, the organization needs to maintain many formalities to replace any employee who decides to leave their duties voluntarily. Voluntary turnover mak es the teams to experience operational difficulties as well as in producing quality goods, services, and this affects their rate of production. Voluntary turnover decreases production because the newly replaced workers may not be applicable as the previous ones and this affects outputs of most organizations negatively. Voluntary turnover affects the production of many organizations because a worker might get an assurance of the new job in a different organization to join later, then the employee might give up on his or her concentration from working. At this moment of waiting to enter the new working sector, the productivity of most organizations always falls. However, even after recruitment and training, newly appointed workers may lack proper training for the new position and needed time-consuming training for settling down with the new job place. All the lost time always results in a decline in the rate of production. Moreover, voluntary turnover leads to many cultural difference s between the new employees with the previous ones that tend to slow down his or her job performance (Batra 2017, p. 2). All these cases that result due to voluntary turnover among employees in the employment sector make it affect the rate of production in most organization negatively. Hence, voluntary turnover is a problem for many organizations. Reduction in profits Most organizations that experience cases of employees turnover often receive decline in total earnings earn. The performance of such organizations always decreases gradually because most of their employees are always leaving their operations unaware (Supplemental Material for Constituent Attachment and Voluntary Turnover in Low-Wage/Low-Skill Service Work 2015). Additionally, remaining employees within organizations that experience increase cases of voluntary turnover are always less productive as well as less efficient than they would have been in the lower turnover environment. The remaining employees are less to handle enormous task of operational activities, and this will make them ineffective in their operations resulting in the loss of profits. Moreover, the remaining employees after others have decided to leave their employment sector must absorb the responsibilities of the vacant position, train new workers upon their arrival, and deal with the depressed work culture and envi ronment. When remaining employees face enormous tasks, their productivity rates can never be one hundred efficient, and this will make the organizations reduce in profits (Sun Wang 2016, p. 1132). Most employees will focus their attention on recruitment and train new employees while forgetting to handle their production activities efficiently. As a result, many organizations with lower rates of retaining their workers and high cases of voluntary turnover are often less competitive and produces less than companies with the stable workforce produce. The little produce of such enterprises reduces the profits that they earn during their operations. Therefore, the reduction of benefits because of voluntary turnover makes it be a crisis for numerous businesses. How corporations can retain their highly talented aling with motivated workers Retention of highly skilled along with motivated employees is a key aspect for many organizations, and their operational successes.there are several things that organizations and their management can do to retain their highly talented along with motivated employees. Retention of these employees ensures that the organizations meet the customer satisfaction, high product sales, effective succession planning, and deeply embedded knowledge and learning of organization among other reasons. Therefore, most organizations can improve their ability to retain their highly talented and motivated employees by applying various steps (How to retain highperformers 2012, p. 64). Some of these measures include the provision of a constructinve environment for work, appreciating employees, rewarding them, and supporting the right actions, involvement and appointing employees in operations, bulding skills, as well as capabilities among the employees, as well as evaluating and measuring the productivity rate of every employee (Pulce 2014, p. 9). Other ways of retaining such employees involve the establishment of a strong corporate culture and communicating it to every employee, building and strengthening employees link with team activities, defining the career paths of every employee, and offering job flexibility and work-life balance. The organization can take some essential steps to help them in keeping highly talented along with motivated employees. Some steps include the idea of showing employees respect, focusing on the thriving business environment, offering on-going training on how to increase production, and provision of feedback by assisting in precise working sectors like creating networks, management of work-life stability, and getting job along with skill preparations (Stern James 2015, p. 1424). Besides, organizations can maintain their highly talented along with motivated employees by providing them with coaching to help them discover and tap talents of the individual. According to Blau (2017, p. 141), the idea will allow the organizations to direct the development of highly talented along with motivated employees and align their behavior and skills in production. Moreover, to maintain highly skilled along with motivated employees, management of every organization must manage their human assets by en suring that they do so with the equal drive that they offer to financial possessions. Some of the approaches that organizations can follow to keep their highly talented along with motivated employees involve the ideas of showing them respect and getting out of their way. Organizations should stop distracting operations of the employees after hiring and training them as this can demotivate their working processes, (Independent review outlines how UK can retain success in life sciences 2017). The organization can show the emotional intelligence to its skilled employees by being empathetic, supportive, respectful, friendly, as well as courteous. The idea of showing emotional intelligence will allow the employees to feel that the management cares for their needs that they will not think of leaving the organization to seek employment. Management of organization should be authentic by being real, transparent, and honest in its operations and plans. The management should be the focus on showing the truth of the outcome than cover-ups, as this will make employees to feel moti vated. Moreover, organizations have to be consistent to retain highly talented along with motivated employees (How to retain highperformers 2012, p. 65). When organizations make employees understand what it takes to succeed, and the goals are constant without surprises, the organization will be able to see optimal productivity. However, when the rules of operations change, it becomes confusing or unfair and maintaining such highly talented along with motivated employees will be an issue. Conclusion Voluntary turnover remains to be an intense concern for operations of many business sectors. For a firmproduction of any corporation in the business environment, it is important for them to uphold their proficient labor force. However, in general cases, it can be tricky to manage the employees turnover within operations of a corporation. The output of the business sector relies on the capacities of its labor force. Thus, it is essential for every organization to address the factors that might lead to cases of voluntary turnover among its employees. It is crucial for most organizations to maintain the permanent workforce especially for the highly skilled to reduce voluntary turnover for the betterment of the operations of an organization. Moreover, in controlling cases of voluntary turnover, organizations must consider many factors. Some of the factors will be improving the salary structure of employees, offering job security, developing a positive working environment, and rewarding w orkers who have prepared in their operations. The need to reinforcing the right behavior, involvement and engaging employees in operations are essential in ensuring that the organizations deal with the problem caused by the voluntary turnover among their workers. List of References Anvari, R., JianFu, Z. and Chermahini, S. (2014). Effective Strategy for Solving Voluntary Turnover Problem among Employees. Procedia - Social and Behavioral Sciences, 129, pp.186-190. Bartlett, K. (2014). An Examination of the Role of HRD in Voluntary Turnover in Public Service Organizations. Performance Improvement Quarterly, 15(4), pp.45-56. Batra, S. (2017). How do new ventures attract and retain talented employees? The case of Shaadisaga. Human Resource Management International Digest, 25(2), pp.1-3. Blau, G. (2017). Does a corresponding set of variables for explaining voluntary organizational turnover transfer to explaining voluntary occupational turnover?. Journal of Vocational Behavior, 70(1), pp.135-148. Burnes, P. (2016). Voluntary employee turnover: why IT professionals leave. IT Professional, 8(3), pp.46-48. David, A. and Coenen, F. (2014). Alumni NetworksAn Untapped Potential to Gain and Retain Highly-Skilled Workers?. Higher Education Studies, 4(5). How to retain highperformers. (2012). Leader to Leader, 2012(58), pp.64-66. Independent review outlines how UK can retain success in life sciences. (2017). The Pharmaceutical Journal. Kim, J. and Chang, S. (2014). The relationship between South Korean clinical nurses' attitudes toward organizations and voluntary turnover intention: A path analysis. International Journal of Nursing Practice, 21(4), pp.383-391. Koen, P. (2013). Prediction, Preference and Idea Markets: How Corporations Can Use the Wisdom of Their Employee. SSRN Electronic Journal. Oberle, C. (2014). Business Strategies: Increasing Brand Trust Among Utility Customers Lowers Costs and Turnover. Natural Gas Electricity, 31(3), pp.20-23. Peltokorpi, V., Allen, D. and Froese, F. (2017). Erratum: Organizational embeddedness, turnover intentions, and voluntary turnover: The moderating effects of employee demographic characteristics and value orientations. Journal of Organizational Behavior, 38(4), pp.612-612. Pulce, R. (2014). How to build loyalty and retain workers. Nurse Leader, 2(5), pp.8-9. Selden, S. and Sowa, J. (2015). Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices. Human Service Organizations Management, Leadership Governance, 39(3), pp.182-207. Stern, I. and James, S. (2015). Whom are you promoting? Positive voluntary public disclosures and executive turnover. Strategic Management Journal, 37(7), pp.1413-1430. Stewart, A. (2017). Exploring board perspectives on non-profit executive turnover. Voluntary Sector Review, 8(2), pp.169-186. Stewart, A. and Diebold, J. (2017). Turnover at the Top: Investigating Performance-Turnover Sensitivity among Nonprofit Organizations. Public Performance Management Review, 40(4), pp.741-764. Sun, R. and Wang, W. (2016). Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations. Public Management Review, 19(8), pp.1124-1141. Supplemental Material for Constituent Attachment and Voluntary Turnover in Low-Wage/Low-Skill Service Work. (2015). Journal of Applied Psychology. Vance, M. (2012). Deferred Compensation Plan Characteristics and Voluntary Employee Turnover. SSRN Electronic Journal.

The Effect of Leadership in Project Management

Introduction All organisations design and implement projects of varying magnitudes. The need to execute projects within fixed timelines with limited resources has seen many organisations demand people who are experienced in the field of project management to take over the leadership of projects within the organisations.Advertising We will write a custom dissertation sample on The Effect of Leadership in Project Management specifically for you for only $16.05 $11/page Learn More This has made project management evolve over the last five decades as an independent body of knowledge as opposed to being an additional skill required for organisational professionals. The growing emphasis of the importance of cute management of people in the effort to yield organisational success has also made organisations resort to developing their management approaches from the contexts of organisational leadership as opposed to organisational administration. The role of lead ership in enhancing organisational performance is highly studied in organisations, thus leading to the emergence of a large scholarly body of knowledge that discusses the effectiveness of various leadership styles. The aim of this paper is to draw knowledge from both disciplines of project management and leadership separately and then merge them to prescribe the roles of leadership within the field of project management. Leaders who operate as project managers deploy leadership characteristics, which are similar to leaders within functional and operational organisations. However, projects are constrained in terms of time and resources. This means that leaders in project-based organisations condense their leadership roles to assume temporary functions in the effort to guarantee the achievement of results for a project team. Some project management scholars emphasise that projects needs to be managed by managers rather than leaders. However, this paper argues that enhancing the succes s of projects using people working in a teamwork environment requires the people in charge of projects leadership to have various skills that enhance motivation, commitment to various project tasks, and/or foster knowledge sharing between work groups. Leadership is important in project management. In the effort to justify this hypothetical proposition, the paper attempts to provide a clear understanding of the concept of leadership in project management by proposing the most important leadership skills that project managers should have.Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It also demonstrates how to use leadership skills to deal with problems in a real project management practice. Finally, it offers suggestions on how to gain leadership skills. Leadership in Project Management Leadership is important in all areas involving the use of people to achieve certain results by f ollowing particular processes. According to Kedharnath (2011), leadership is important in every aspect of life including politics, business environments, religion, and social networks among other scenarios (p.8). A leader is a person who plans, controls, direct, and/or guides other people towards attaining a common mutual objective and goals. Leadership occurs through interaction of three main contexts. These are leaders, followers, and situations, which prompt the deployment of leadership skills (Atchison 2003, p.45; Higgs 2003 p.273). In the context of project management, the project itself provides the situation, which brings together leaders and followers for the achievement of a common mutual goal, which is the completion of the project within the stipulated timeframes and within the provided limited monetary resources. The goal of the leader in such a setting is to facilitate the realisation of the project’s concerns by enhancing integration of various project facets to ensure that tasks do not derail from the preset project execution plan. Scholarly findings on how various components of projects need to be controlled and planned provide evidence of the role of leadership in project management as the arm that plans and controls the project. For instance, clear plans and means of controlling projects are required during scope management (Kjorstad 2010, p.19). Scope management encompasses all processes and procedures that are required in ensuring that a project takes into incorporation the required set of tasks to complete it successfully and within the stipulated time constraints. It constitutes scope initiation, scope planning, scope definition, scope verification, and change control of the scope (Tolbert 2008).Advertising We will write a custom dissertation sample on The Effect of Leadership in Project Management specifically for you for only $16.05 $11/page Learn More Hence, scope planning helps in guiding the proce ss of allocating time and monetary values to the project. Scope definition refers to the subdivision of all major deliverables of the project into small manageable deliverables. All these aspects require the contribution of leadership. Leaders analyse the skill bases of the work team members. They also design and allocate various job fragments based on the skills identified to ensure that people are engaged in the tasks with which they are acquitted (Mumford, Campion Morgeson 2007 p.157). This helps in the minimisation of time wastage in learning new skills and procedures of work. Consequently, attaining the concerns of a project as enumerated in the project scope definition calls for consideration of people’s skills and abilities. Leaders have the capacity to provide this information. The link between leadership and project management is evident by consideration of the manner in which projects are executed in contemplation of various leadership schools of thought. Leadershi p is one of the most studied disciplines within an organisation (Pearce Conger 2003, p.8). Daft (2005) supports the importance of leadership in an organisation by claiming, â€Å"There have been several attempts to provide a description and analysis of the essential facets defining effective leadership† (p.56). Although themes of leadership are ingrained in the works of Plato and Confucius, scholarship in the discipline of leadership in the 20th century began with the introduction of the trait theory school of thought. Mumford, Campion, and Morgeson note that theoretical constructs in leadership studies initiated by researching certain inheritable attributes so that it becomes possible to differentiate people who can lead and those who cannot lead (2007, p.159). This marked the initiation of the trait theory in leadership approaches deployed by organisations. Trait leadership claims that certain personality that defines different people is indicative of one’s leadersh ip abilities. This implies that not all people can effectively lead projects to attain their goals, objectives, and aims in the discipline of project management.Advertising Looking for dissertation on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In the process of evolution of the trait leadership theory, various skills and personality characteristics together with certain demographic characteristics that may describe and/or predict one’s capability to lead have been defined and developed (Mumford, Campion and Morgeson 2007, p.157). Such characteristics include extraversion and self-confidence. Trait theory raises the question of the possibility of determination of particular leadership traits, which can help to resolve common challenges, which are encountered in the field of project management. According to Benator and Thumann, project management encounters the challenges of inadequate resources, poor teamwork commitment, insufficient planning, breakdown in communication, and the need to respond to the changing goals and resources in the process of project execution (2006, p.13). The cognition of these problems has made project managers resort to seeking various mechanisms of providing a response to these challenges besides seeking mechanisms of obtaining skills and knowledge that are required to address them. Struggles with this scholarly question lead to the establishment of the Project Management Body of Knowledge (PMBOK), which identifies nine major knowledge areas of concern in project management (Duncan 1996, p.23; Haughey 2012, p.5). They are â€Å"procurement management, scope management, cost management, risk management, integration management, time management, and communication management† (IEEE 2008, p.11). Applying traits leadership theory or any other theory of leadership in project management requires the definition of the appropriate traits that can enhance leaders’ capacity to address these nine knowledge areas proactively and effectively. The traits leadership theory may be deployed in project management to identify a set of characteristics, which may enhance the performance of project management roles. Ng, Ang, and Chan (2008) identify these traits as â€Å"prob lems solving skills, self-confidence, energy and initiative, perspective, communication, results orientations and negotiating abilities† (p.735). These are intrinsic personality traits, which respond to the main challenges encountered in the project management. Possession of the traits identified by Ng, Ang and Chan (2008) are also consistent with the main concerns of project management enumerated by the PMBOK. However, there emerge problems in the application of the leadership trait theory to describe the contribution of leadership in projects management. The theory suggests that leaders are born and not made in any way. Opposed to the above assertion, studies done by Kouzes (2007), Tayler (2006), and Lewis (2007) provide evidence that better capacity to lead a project can be enhanced by experience and sharing of knowledge developed through involvement in active roles in managing different projects in the past. This opposes the arguments developed by trait leadership theory t hat leaders are born, but not created. According to Ng, Ang, and Chan (2008), trait leadership theory suffers from reliability and validity challenges since not all people possessing qualities of effective leadership identified by the theory make great leaders. This criticism poses an interrogative on the evidence of the capacity of the trait leadership theory to provide a reliable explanation of leadership roles in project management. In fact, according to Ng, Ang, and Chan (2008), many people who possess personality traits described by trait leadership theories as constituting essential requirements for effective leaders do not necessarily depict the essential traits of great leaders. The challenges of the use of the trait leadership school of thought to explain organisational leadership led to the emergence of other leadership schools of thought such as situational and contingency leadership theories. Contingency leadership theories focus on particular factors defining an environ ment, which help in the determination of an effective leadership style. According to Peretomode (2012), examples of contingency theories of leadership include the theory of effective leadership advanced by Fielder, strategic contingency theory, and cognitive resource theory (p.106). For example, with regard to Fielder’s contingency theory, leadership style, which yields outstanding results in one environment, does not necessarily work in another. The theory considers various facets, which determine the capacity of a leader to take control of a given situation. Such facets encompass task control, the ability to enhance teamwork relations, and the capacity to possess positioning powers. Furthermore, according to the contingency theory, leaders can be classified based on whether they are task or relationship-oriented. Task-oriented leaders perform better in work environments that are characterised by well-structured surroundings and good relationships between members and leaders . The leader also works and realises results in settings where he or she has a strong or even weak power of positioning decisions (Peretomode 2012, p.51). A project has the problem of poor motivation of team members (Tayler 2006, p.14). Contingency leadership theory can help in influencing motivational skills of a leader by providing explanations on how leaders can analyse various situations, which result in low motivation and commitment. This can help a project manager to turn around the problems that constantly recur in the field of project management. Opposed to the contingency leadership theory, situational leadership theories argue that leaders determine the most appropriate mechanisms of conducting leadership roles subject to the variables comprising the current situation within an organisation. This means that situational leaders in project management can help in the resolution of the challenges of occurrence of any incidences of changing goals and processes in the due proces s of project execution. The contribution of situational leadership theory in explaining the roles of leadership in project management is also evident by appreciating that particular scenarios requiring making of decisions call for different forms of leadership styles (Dye 2010, p.109). For instance, when leaders possess a high experience and knowledge on the most effective ways of driving organisational success, authoritarian leadership style is the most preferred (Higgs 2003, p.275). Conversely, where employees or subjects possess high skill levels on their areas of specialisations, deployment of the democratic form of leadership is the most appropriate in the effort to drive the success of projects. Another theoretical paradigm for explaining leadership is the charismatic school of thought. According to Lussier and Achua, this school of thought â€Å"inherited situational leadership theory and distilled it into either transactional or transformational leadership styles† (20 04, p.91). The distinction between transformational and transactional leadership is based on the central concerns of each styles. These concerns are on operational leadership, the processes of situational leadership changes, and the relationship existing among leadership styles (Schaubroeck, Lam Cha 2007, p.1022). Projects mainly focus on bringing about changes. Hence, the focus of the charismatic school of thought in relation to project management dwells on transformational leadership. Goleman (1995) introduced the concept of emotional intelligence as developed by Goleman (1998). Schaubroeck, Lam, and Cha (2007) discuss the concept of emotional intelligence as a success factor for effective leadership in an organisation. These schools of thought describe four main theoretical constructs that constitute an emotional intelligent leader. These are â€Å"self awareness, self management, social awareness and relationship management† (Schaubroeck, Lam Cha 2007, p.1025). Research ers such as Kerr et al. (2006), Leban and Zulauf (2004), and Lowe and Kroeck (1996) found a positive correlation between these four traits and leaders’ emotional intelligence and with the success of organisation that the studied leaders were in charge of leading. The emotional intelligence school of thought suggests that various leaders who want to resolve various problems emerging in an organisation can learn, observe, and/or develop emotional intelligence skills (Cote et al. 2010, p.497; Dulewicz 2003, p.194). The competency school of thought developed through the competency model of leadership binds various theories of leadership. This way, the competency model provides a detailed and holistic approach of studying organisational leadership. Hoffman et al. (B 2011) state, â€Å"The competency school reflects the traits, behaviours, visionary, situational, and emotional intelligence facets of the other schools to present a robust description of a leader† (p.354). Proj ects are complex in nature. For instance, various components of project management approaches entail managing different project elements. For example, project procurement constitutes an integral part of the process of project management in which various services or products are bought through a myriad of external sources outside the employees’ base. These products and services are used to complete the stipulated tasks making up the project (Duncan 1996). Under the stipulations of PMBOK, project planning management also entails â€Å"a variety of tasks including the planning process where it is decided on what to acquire and how it will be done† (Duncan1996). In this complex process, different leadership skills and styles are required. Leadership Skills Possessed by Project Managers General managerial literature and leadership practices provide an important starting point of evaluating important leadership skills that are required by project managers. Positive relations hip between leadership and organisational success is well documented. While developing this relationship, Turner and Muller (2006) provide details of effects of project management in enhancing the success of projects (pp.23-39). Based on the literature review conducted by Turner and Muller (2005), leadership qualities possessed by project managers have a direct implication on the success of a project in achieving its goals and objectives (p. 221). Direct implications include enhancement of motivation and development of positive perceptions of the success of the project (Smith 2009, p.75). Indirect impacts of leadership skills possessed by project managers include leading of project work teams with the chief focus being on gaining success. In particular, Turner and Muller (2005) point out, â€Å"the project managers’ personal characteristics including leadership style and emotional intelligence make a contribution to project success† (p.49). Positive correlation between project leadership and the success of projects receives additional support from many other researchers. For instance, Pinto and Trailer (2005) reckon, â€Å"projects often fall short of achieving their anticipated results, not due to the lack of project management, but rather from the lack of project leadership† (p.15). However, despite this support of the contribution of leadership in enhancing projects’ success, Turner and Muller (2006), and Pinto and Trailer (2005) do not identify various leadership skills that are the most important to form project management knowledge repositories. Different projects have different needs. Leadership skills that are considered the most important for project managers vary from industry to industry. Mike (2005) identifies transactional and transformational leadership behaviours as the most important behaviours for project managers in the IT industry projects (p.37). Bass (1995) insists that one leader can display such qualities simu ltaneously. For effective project management, project leaders have to deploy appropriate mix of the two leadership skills to meet the projects’ needs depending on various situations. Conger (1999) confirms the importance of transactional and transformational leadership skills for project managers claiming, â€Å"Transformational leadership augments followers’ effort and performance over and beyond the performance produced by transactional leadership alone† (p.167). Thite (2000) also found such augmentation as crucial and significant for the success of projects (p.237). One of the major challenges of project management is how to enhance performance through fostering commitment of the work team members to the project’s goals and objectives coupled with enhancing their motivation. Possession of transactional leadership skills helps to resolve these challenges. â€Å"Transactional project leaders motivate followers by engaging in transactional or exchange re lationships in which they exchange rewards for performance† (Mike 2005, p.38). Transactional leaders deploy motivation approaches to increase task accomplishment anticipations by emphasising that specific performance in project tasks allocated to them would lead to the attainment of a specific level of output, which forms the basis of rewards. Transactional project management leaders are smart enough to deploy project leadership behaviours such as management by exemption and/or contingent rewards (Mike 2005, p.38). The contingent rewards encompass the attempts to motivate organisational followers through clear and well-defined tasks, which are then rewarded accordingly upon their successful completion to meet quality standards. This implies that projects’ work team members work hard while paying attention to projects’ quality standards in the quest to gain the monetary rewards. This ensures that projects are completed within the slotted period. Transformational l eadership skills enable project managers to frame various issues associated with project tasks in a manner that stimulates followers in the effort to motivate them. This helps the followers to articulate the work of the project with their personal values. To achieve this goal, project managers exhibit behaviours such as â€Å"idealised influence, inspirational motivation, intellectual stimulation, and individualised considerations† (Bass et al. 1993, p.39). Idealised influence capacitates project leaders to act as role models for portrayal of capabilities that are exceptional with reference to enhancing convictions of followers to a particular vision together with the behaviours that the project leaders want the followers to portray. Inspiration is essential in enabling followers to develop compelling visions together with helping them to handle the challenges encountered in the work place through the provision of a clear meaning and the desired goals of the specific tasks al located to them. This strategy is critical in enabling work members to identify themselves with their groups’ collective commitments to the achievement of tasks expectations by gaining self-confidence. This move is incredibly important in helping project leaders to stimulate â€Å"followers to be innovative and creative by encouraging them to approach familiar situations in new ways† (Mike 2005, p.39). Such an effort is important in leading a project from the paradigm of building knowledge-based projects. The capacity to foster knowledge sharing is yet another important skill of effective project leaders. Petty groups the leadership skill for top performers leaders in project management into â€Å"strategic awareness, executive presence, leadership maturity, and executive orientation† (2009, p.9). Leadership maturity refers to the understanding of project managers on their roles as leaders coupled with the behaviours that they are supposed to display to influenc e other people performing various tasks constituting the project. Leadership maturity is an essential set of skills possessed by project managers. Project managers need to have the ability to lead by formal directions or authority. They should have the capacity to communicate effectively with various stakeholders to enhance team development (Palmer et al. 2001, p.7). Petty (2009) argues that some organisations fail to educate their project managers to become strategic decision makers (p.11). Within some organisations, projects are internal components. Hence, strategic awareness is an important skill that enables project managers to link the project under their control and monitoring to the general needs of customers. Leadership entails working in a teamwork environment to influence other people in the effort to have things done in the right way. Petty (2009) insists that project managers need to have the â€Å"ability to work outside the project team with broader organisations and functional leaders to get things done† (p.10). This ability defines the skills of execution orientation. As sources of effective knowledge repository, leaders should encourage the sharing of this knowledge between various work groups to ensure coherence of various tasks comprising the entire project once they are finally linked up together. The capacity to lead a project as a knowledge-based temporary organisation has attracted the attention of many scholars in the field of project management. For instance, in the 21st century, which is a century characterised by sophisticated information tools, a major argument is that organisations that would succeed in realising constant productivity are the ones, which have innovative leadership abilities. Consistent with this proposition, Zahidul et al. (2011) argues, â€Å"Sharing of knowledge between employees and departments in the organisation is necessary to transfer individual and group knowledge into organisational knowledge, whic h leads to effective management of knowledge† (p.1900). However, in project-based organisations, a challenge is established in the attempt to manage and integrate individual knowledge facets into one body of knowledge leading to optimal utilisation of the available limited resources to achieve project requirements. In this context, Alekseev (2010) argues, â€Å"the problem, which might be not so important for a singular project becomes a significant issue for organisations that use projects on a regular basis for delivering their strategic objectives† (p.4). This problem is articulated to memory losses in a project. Leading information systems in a project implies that the knowledge developed during the project execution process cease from being relevant in a new project development when the project is completed. Such developments would entail coming up with completely new knowledge bases coupled with methodologies to enhance the success of the project at hand so that i t meets the technological requirements at the particular time of the project implementation. Consequently, the existing information on the experiences of an organisation in implementation of previous projects would appear largely not influential in evaluating the new projects. The main concern here is that individual projects would increase the probability of replication of similar mistakes. Zahidul et al. (2011) support this criticism by further adding, â€Å"When individuals share organisationally relevant experiences and information with one another, it significantly increases the resources of an organisation and decreases the time wasted in trial-and error† (p.1900). Although sharing of knowledge as an essential skill for project managers plays the role of making project implementers competitive and innovative, projects have peculiar challenges, which often create friction to the realisation of the advantages of development of a knowledge base. One of such challenges aris es from the characteristics of a project particularly its trait of being a time-bound endeavour. In any project, various specialists join hands to perform various innovative and complicated tasks within some stipulated amount of time. When they are through with the tasks, disbandment of the work teams takes place. If such a similar project be demanded in the future, chances are that the previous members of work teams would not come together to execute the future project. Even though this may help in limiting the impacts of the previous experiences on influencing or limiting the levels of innovation in the future projects, chances also exist that similar mistakes made in the previous project would be repeated. Additionally, since there is the tendency of creating a likelihood for project teams to be made of different persons every time a need to execute a similar project comes up, â€Å"managing knowledge in the context of project work encounters specific cultural and organising cha llenges such as forming work groups† (Alekseev 2010, p.5). This means that sharing and dissemination of knowledge also becomes challenged. However, the fact that projects exhibit opportunities for different people to interact in the execution of time-bound tasks, opportunities also exist for fostering multiculturalism within an organisation. The capacity to deal with people from different cultures and other diversities is an important skill for project management leaders. Another essential leadership skill for project managers is the call for putting in place leadership styles that focus on the manner in which people can improve their performance in projects. Followers want leaders who can help them grow professionally to become independent actors within an organisation (Atchison, 2003). This move is a major milestone in the adoption of participatory leadership, which is crucial for motivation of employees. In this regard, Pearce and Conger (2003) argue that an effective leade r designs his or her leadership styles around the perspectives of followership theories. He or she needs to discuss with followers about â€Å"the importance of quality work, the need for renewed commitment to high standards, and a reiteration of personal and group accountability† (p.123). In this context, it sounds imperative to infer that followers welcome openness to any new idea that may enhance their performance together with confidence in the manner in which a work group can create positive changes that would benefit them. This aspect is vital in the development of effective leadership skills in project leadership. Using Leadership Skills to deal with Problems in Real Project Management Practices Any project is often constrained by time, resources, and the need to lead processes to meet the desires goals and objectives. Another major challenge in the project execution processes is the challenge of orienting people to the desired outcomes. Projects involve bringing about change. In their natural state, people are normally reluctant to embrace change. Various leadership skills are required to deal with these problems and many others that are encountered in the daily routines of a project manager. To deal with the problems encountered in projects, Petty (2009) emphasises that project managers should utilise their strategic awareness skills. These skills are applied in practice by developing awareness with the project strategic environment. Focusing on strategic awareness to resolve the challenges encountered during project execution process implies that projects are subject to market dynamics. Such dynamics include time compressions, complexities in project execution strategies, and the rising need for employing people having high knowledge levels to help in meeting the increasing calls for projects to deliver high quality outcomes. This means that successful project managers are those who execute their roles through strategic priorities. People exec ute tasks that form a project when clarity is provided on the mission and objective of the tasks allocated to them in the context of the realisation of the objectives of the entire project. Strategic awareness offers a complete tool kit that may lack in a project (Petty 2009, p.14). For instance, a project manager may recognise poor motivation as the main contributor to the failure of the work group members to meet deadlines for completion of their work. Through strategic awareness skills, the project managers or the leader would focus on the strategy of seeking ways of enhancing motivation through the deployment of other skills such as transactional and transformational leadership skills (Mike 2005). Resolving a problem that may derail the capacity to complete a project within the required times lines requires a project leader to deploy skills that aid in the creation of high performance work teams. This calls for the evaluation of situations in the project to determine the requisi te leadership skills to recall from the set of leadership skills possessed by a project manager. Hence, situational and contingency leadership skills are crucial in resolution of the problems experienced in projects. Evidence on the applicability of situational leadership skills in the resolution of the problems encountered in projects rests on the platforms of the changing leadership styles to suit the changing projects’ needs. Addressing the issue of situational dynamics, Pearce and Conger argue that there exists no single style of leadership, which would fit all situations since leadership is essentially grounded on the relevance of tasks requiring leadership (2003, p.105). Hence, successful project leaders are those who adapt their leadership styles and grow them to maturity depending on the situation under which they execute their project management functions. Apart from the consideration of the tasks in the formulation of the necessary leadership style, situational lead ership skills help project managers to consider the characteristics of people being led in the determination of an appropriate leadership style in an attempt to build high performance work teams. Leadership skills can help project manager to handle the challenge of creating high performance work teams in various ways. For instance, emotional intelligence skills enable them to create contexts that are fertile for the development of the work group members. In support of this assertion, Petty (2009) maintains, â€Å"high performance project managers work to ensure that their team members can connect the project and their contributions and organisational goals† (p.30). Success of such an effort requires the deployment of motivational leadership skills. Projects’ stakeholders work homogenously when they have a collective understanding of the relevance of the project. The applicability of leadership skills in helping to resolve the challenges encountered in projects akin to motivational problems are endorsed by the theories of workforce motivation, which maintain that people are productive in an organisation when they consider themselves useful, meaningful, and important to an organisation. Suggestions on how to gain Leadership Skills Upon consideration of the leadership needs that are critical in fostering successful completion of projects within the usual constraints of time and financial resource challenges, the traits leadership theory’s claims that leaders are not created, but are born. In fact, scholarly studies in leadership studies contend that certain skills, which make project managers successful in their work, can be learned. For instance, according to Pinto and Trailer (2005), winning the confidence of the people implementing a project can be achieved by an effort to cultivate credibility (p.23). Petty (2009) stated that project managers with exemplary leadership skills recognise that people follow directions if such directions emana te from the people they perceive to be credible and reliable. This means that leadership skills can be developed if project managers have the zeal and internal drive to develop leadership credibility through strategies such as treating people with optimal fairness, ensuring that they communicate openly, and focusing on resolving problems affecting people. Developing the skills of emotional intelligence requires leaders to curtail from engaging in any situations, which may truncate into questioning the integrity and the motivations of a given leader by followers. Interpersonal and intrapersonal communication skills are key success skills for project managers. After identification of various situations, which may impair the capacity of the work members to toil effectively, communication of the mechanisms of countering such situations is vital. Upon identification of requisite motivational strategies, communication is also important in aligning employees to the strategies. This claim s uggests that communication is an important skill that binds various leadership skills that enhance performance of employees in projects. The leadership skills of effective communication may be developed in a myriad of ways. Petty (2009) argues that communication skills can be developed by allowing people to know and understand that the project managers’ role is to enable them succeed (p.23). He further considers this role best realised when communication is done through actions and in words. In search of directions to meet the goals of the project, people would resort to meeting the leader for clarifications, guidance, and help. In this process, it becomes possible to articulate various issues that project managers consider necessary for alteration to facilitate the achievement of project’s goals and objectives. Application of different leadership skills, which suit different situations, requires leaders to analyse situations to determine when to communicate with asser tiveness and/or when to avoid over communication. When rapid changes are required in the project execution process, over communication is dangerous (Mike 2005, p.21). This means that determination of the appropriate leadership skills to apply in a given situation is determined by the projects’ strategy. Expertise is developed through learning and practice to gain experience. To gain leadership skills, coaching is necessary. Consequently, it is important for project managers seeking to gain leadership skills that are effective in project management to get aid and mentorship from persons having the skills that one wants to develop. The decision on the requisite skills to develop has to be based on the observation and analysis of the project environment needs such as the problems that derail the project from accomplishing its objectives. For instance, project tasks may be falling out of time due to lack of commitment of people in charge of implementing them. Consequently, the pr oject manager needs to develop leadership skills for workforce motivation. Such skills can be developed through the study of the existing benchmarks. Conclusion Projects are executed with the help of people who are mandated to carry out various tasks that constitute a project. While management skills are required by the project managers to ensure compliance with the set project execution procedures within fixed timelines and under limited resources, the involvement of people in the implementation of projects requires project managers to have good leadership skills. The evaluation of the necessary leadership skills in project management was considered in the paper from the theoretical paradigms of the trait leadership theories, contingency, situational, competency, and emotional intelligence theories. Each of these theories has its contribution in the generation of effective leadership skills for successful execution of projects. Thus, an integrated approach to the study of leadershi p skills that are necessary for development by project managers is important. Project managers need to be influencers, transformational, and transactional leaders who possess a high degree of emotional intelligence to aid them in determining various situations that require different leadership skills. References Alekseev, A 2010, Knowledge Management In Project-Based Organisations: The Success Criteria And Best Practice, Master Thesis, Chalmers University Of Technology, Northumbria. 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Turner, J Mà ¼ller, R 2006, Choosing Appropriate Project Managers: Matching Their Leadership Style to the Type of Project, Project Management Institute Inc., New York, NY. Zahidul, I, Sylvana, M, Hassan, A Sarwar, U 2011, ‘Organisational culture and knowledge sharing: Empirical evidence from service organisations’, African Journal of Business Management, vol. 5 no.14, pp. 5900-5909. This dissertation on The Effect of Leadership in Project Management was written and submitted by user Braden Olsen to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.