November 5, 2020, 8:30 a.m. to 6 p.m. EDT | November 6, 2020 – February 7, 2021, On-Demand | Online Conference
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Dear Mr.Luis, I have just joined the discussion. I see several viewpoints from others in this regard and agree with most of them.
There are five leadership strategies in any aspect of life I know including IT.
1. Combative Style Leadership.
2. Negotiative Style Leadership.
3. Educational Style Leadership.
4. Emotive Style Leadership.
5. Practical Style Leadership(This I believe is important but not mandatory).
The variances or combinations can be adopted based on the situation. Today's issues faced by world is very different from what has been experienced before. We all have to take lessons from them and move forward to adopt to this generation. 21st Century Millennials are more capable and they can transform the world by taking appropriate lessons from the history.
I suggest next generation students to read Leadership Styles and Incentives by Julio J.Rotemberg and Garth Saloner, Sloan School of Management, MIT California 94305 Pages 1299-1318 for more details.
I am a strong believer of "Today's issue won't be tomorrow's issue".
Problem solving is about asking the right questions to further understand the problem and then finding new or alternative solutions that address the problem. This approach can be learned and scaled up and up to larger problems. This is s fundamental approach of IT desktop support that I carried into project management and into and onto larger projects.
Dear Mr Luís this topic is very interesting, there are also very value contributions of the members with in i agree.
I Will approach to this question depending of the maturity level of the project manager and the team.
1 - Experienced PM and team
2 - Inexperienced PM and Experienced team
3 - Experienced PM and Inexperienced team
4 - Both PM and team are Inexperienced
This different scenarios shoul lead to diferent styles, were asking questions or giving answers Will more relevant ir less acording to maturity level of both PM and team. In a sintethic way i could say that is more important to ask questions if the team is experienced and capable of solving problems for it self otherwise we should provide answers. In case of an Inexperienced PM it's important the guide of a mentor to help you evaluate the team and provide the wrigth answers or questions depending of the maturity level of the team.
So the leadership style will vary according this scenarios and evolve with growth of the maturity of the team and PM, and reach to a pratical approach where the ideas and answers debate between team and PM is natural and productive.
A PM with a lot of project management experience but with little or no subject matter expertise can't provide any answers to the team and in many cases can't even ask the right questions as he does not understand the terminology used by the team members.
So a PM with a lot of project management experience but with no subject matter expertise would be considered inexperienced by the project team members.
If you have only project management experience you may have difficulties in asking the right questions and you would definitely not be able to determine or indicate solutions.
If the problem is not technical in nature you could ask the right questions and even provide solutions.
The bottom line: you can't indicate solutions in a domain in which you are not an expert.
Thank you for taking part in this reflection and for your opinion:
We agree: "If you want them to have ownership of the answer, ask them"
How did the situation of the Directors reported by you end?
Thank you for participating in this reflection and for your opinion.
Even if you "have very good knowledge and experience in the specific domain in which the solution has to be determined" what is the most appropriate approach? Ask or answer?
What is the best way to make decisions? By consensus or the last word to the leader?
"So for a technical leader I think the most appropriate "strategy" is to ask the team members to come up with ideas then compare them with his own ideas and decide which is, in his opinion, the best solution. "
So I think is more of a mix. The leader should in principle have the last word but he should gather ideas from all the team members that have relevant knowledge and can come up with pertinent solutions.
One of the reasons that I am not a fan of Scrum is because, at least in theory, the decisions should be made by consensus with the Scrum Master being just a facilitator that does not have the last word.
I am believer that teams should have strong technical leaders but these leaders should not lead in an authoritarian way deciding by themselves and enforcing the decisions on the team. Before making decisions they should consult the team and also delegate to them some of the decision making.
Also technical leaders are not always the best experts in all the details. The leaders should be involved and make the final decision on high level technical issues but when it comes to lower level implementation technical issues they should give autonomy to the team members that are actually doing the work.
Bring in a Business Analyst, it's their job to ask the right questions.
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