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| Figure 1. | Elements Involved in Successful Project Operations | 8 |
| Figure 2. | Leader and Situation Aspects of Leadership | 15 |
| Figure 3. | Situational Leadership Model | 16 |
| Figure 4. | Vroom/Yetton and Vroom/Jago Models | 20 |
| Figure 5. | Slevin/Pinto Model | 21 |
| Figure 6. | Control Theory | 28 |
| Figure 7. | Accountability Assessment | 33 |
| Figure 8. | Project Leadership and Accountability: A Process Model of Accountability for Performance | 43 |
| Figure 9. | A Control Theory Model of Organizational Vision | 50 |
| Figure 10. | Example of clustering. ... | 64 |
| Figure 11. | Examples of “Wouldn’t it be great if ...” statements. ... | 66 |
| Figure 12. | Example of how the vision script might begin. | 67 |
| Figure 13. | Stages in Group Development | 77 |
| Figure 14. | Antecedents and Consequences of Cross-Functional Cooperation | 81 |
| Figure 15. | Daily Interactions for Project Managers | 89 |
| Figure 16. | Project Management Attributes Can Lead to Ethical and Project Dysfunction | 90 |
| Figure 17. | Three Basic Questions | 99 |
| Figure 18. | Managing and Leading Strategies for Project Management | 107 |
| Figure 19. | Analysis of Project Core Stakeholders | 109 |
| Figure 20. | The Authority, Status, and Influence Model | 124 |
| Figure 21. | Five Keys to Establishing Sustained Influence | 128 |
| Figure 22. | Key Points of Transformational Project Leadership | 134 |