Soft skills of a manager in leading project teams

• Autorzy: Szczepanik, Rafał , Zaskórski, Piotr
• Języki publikacji: EN

Abstrakty

EN

Purpose: Within the scope of management and leadership processes, the leader of a group is responsible for ensuring the successful implementation of each endeavor (project/process) according to the defined criteria of success or failure. This article discusses the issues related to developing situational awareness among team members and the possibilities of motivating and communicating within a team using appropriate management competencies and techniques employed by individuals managing specific processes or projects. The essence of projects and processes, as well as the impact of soft skills on the effectiveness of such endeavors, are presented. Special emphasis is placed on communication techniques as fundamental tools for team leadership and creating a constructive atmosphere for achieving success. Design/methodology/approach: The article has been developed based on observations, analysis, and experiences gained during the implementation of research and development projects. The presented conclusions and topics are supported by scientific literature. Findings: The analysis and conclusions clearly indicate that actively improving soft skills and using a variety of communication techniques significantly improves the quality of organization, interaction and, above all, leadership of the selected project group. Practical implications: Expanding one's skills in the area of soft skills directly enhances the effectiveness of teams managed by leaders. A well-functioning organization will achieve its goals more quickly and efficiently. Social implications: Learning about, realizing the role of, and improving soft skills and communication techniques will significantly improve the understanding of the messages conveyed in society and influence empathetic relationship building. Originality/value: The recipients of the paper should be primarily those in managerial, command and leadership roles in both technical project groups and any organization where effective management of personnel resources is required. The novelty of the work is primarily the presentation of the impact of soft skills on the achievement of organizational goals framed in the context of the project life cycle and the conditions of the management process.

Słowa kluczowe

PL

zarządzanie procesem; zarządzanie projektami; przywództwo; komunikacja; umiejętności miękkie; świadomość sytuacyjna

EN

process management; project management; leadership; communication; soft skills; situational awareness

• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2024
• Tom: z. 195
• Strony: 577--592
• Opis fizyczny: Bibliogr. 17 poz.

Twórcy

autor

Szczepanik, Rafał

• Institute of Communications Systems, Faculty of Electronics, Military University of Technology, Warsaw, Poland,

autor

Zaskórski, Piotr

• Institute of Organizations and Management, Military University of Technology, Warsaw, Poland,

Bibliografia

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• 10. Project Management Life Cycle, 5 Project Management Phases (2019). Edureka. https://www.edureka.co/blog/project-management-life-cycle/, 12.10.23.
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• 12. Riggio, R.E., Murphy, S.E., Pirozzolo, F.J. (2012). The Relationship between Emotional Intelligence and Transformational Leadership: A Meta-Analysis.
• 13. Robbins, S.P., Judge, T.A. (2009). Organizational Behavior. Upper Saddle River, NJ: Pearson Prentice Hall.
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• 15. The Arbinger Institute (n.d.). Leadership and Self-Deception: Getting Out of the Box.
• 16. Zaskórski, P. (2012). Asymetria informacyjna w zarządzaniu procesami. Warszawa: WAT.
• 17. Zaskórski, P. (2015). Wybrane zagadnienia ewaluacji i walidacji projektów. Warszawa: WAT.

Identyfikatory

DOI

10.29119/1641-3466.2024.195.35