4.1 The chapter stressed the idea that project management is a leader-intensive undertaking. Discuss in what sense this statement is true.
4.2 How do the duties of project managers reinforce the role of leadership?
4.3 What are some key differences between leaders and managers?
4.4 Discuss the concept of emotional intelligence as it relates to the duties of project managers. Why are the five elements of emotional intelligence so critical to successful project management?
4.5 Consider the studies on trait theories in leadership. Of the characteristics that emerge as critical to effective leadership, which seem most critical for project managers? Why?
4.6 Consider the profile examples on project leaders Sir John Armitt and Jim Watzin from the chapter. If you were to summarize the leadership keys to their success in running projects, what actions or characteristics would you identify as being critical? Why? What are the implications for you
when you are given the responsibility to run your own projects?
4.7 Why are project champions said to be better equipped to handle the nontraditional aspects of leadership?
4.8 Consider the discussion of the “new project leadership.” If you were asked to formulate a principle that could be applied to project leadership, what would it be? Justify your answer.
4.9 Consider the Odebrecht case (Box 4.3) and its habit of using bribes and kickbacks to secure project contracts. In what ways is this unethical behavior the fault of the firm, and
how is it the fault of the customers? How can an organization develop an ethical culture? Discuss this idea in relation to rewards and punishments.