The fine art of followership

Project management is more that using tools, techniques, and best practices to influence the behavior and decisions of others. Practicing the discipline also involves the practitioner'swillingness to act as a follower. This article features the vice president of strategic solutions at the Peak Performance Group (Gloucester, MA, USA) discussing how project managers can effectively manage their projects by delegating authority to team members. In doing so, it provides hypothetical examples of when a project manager effectively leads by following and when a project manager fails to follow, the former contributing to project success, the latter causing project failure. It then identifies four techniques that can help project managers serve the role of a follower who helps the project team succeed. It warns of the troubles that project managers could face if they refuse to participate in their projects as positive followers, noting how followership from leaders may influence how organizations operate in the future
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