Are you a Project Manager or a Project Leader? And how would you be able to tell the difference?
This is an important question that can easily get bogged down in academic niceties and philosophic distinctions. But the fact is that we all kind of recognize the difference when we experience it.
One way I like to think of the difference between Project Management and Project Leadership is that:
But there is more to it than that.
If you’re a PMI member, you need to hoe your craft in three dimensions:
So, with all of this as a backdrop, let’s get into the difference between Project Management and Project Leadership.
The role of a Project Manager is very to do with tasks and getting things done. People are important because tyou need to allocate them tasks. You need to brief them properly, monitor their performance, and support them in delivering their products.
The Project Leader role needs a far greater focus on your relationships with your team members and the other people linked to your project. It also focuses on your own personal qualities, which determine the extent to which people will willingly follow you: there can be no leadership without followers.
The best way I know to illustrate this is with my Yellow and Purple Bus analogy…
People have to get onto the yellow bus to get where they have to go. It is well-maintained and safely driven. The driver is skilled and, if the bus breaks down on the way, the driver knows what to do.
People hear the driver of the purple bus talking about the destination, and they want to get on. They enjoy the journey and find it stimulating. The driver is just as skilled as the yellow bus driver. People trust the driver and, if the bus breaks down, they all get out and want to help.
Creating a sense of trust, and engaging people in what you are doing are two elements of Emotional Intelligence. The idea was first brought to popular attention by Daniel Goleman in his 1995 book, Emotional Intelligence (US|UK).
He later developed the ideas for the workplace and then set them into the context of leadership, with two further books:
There are different models of emotional intelligence, so I will offer my interpretation of Goleman’s. It is the most widely known outside of specialist and academic circles.
The four dimensions are:
We can recognise these four dimensions in the two characteristics of leadership that the driver of the purple bus shows.
The first cluster of leadership characteristics is what we recognise as interpersonal skills. These are the abilities to:
As Project Leader, you need to be able to empathise with the people around you, to sense their mood, read their relationships, and master the cultural and political dynamics in and around your project.
You also need to be an excellent communicator, able to:
Notice how wide this range of skills is: from building one-to-one rapport with individuals up to inspiring a whole group of people with a compelling vision. Leadership is not easy.
We have a full article on Personal Leadership that you may enjoy: Get Better Project Results with Personal Leadership.
Yet there is more.
Personal leadership refers to the depth of character, the personality traits and the behaviours you exhibit every day. But your true personal leadership potential will emerge when things get tough.
These are what attract people to you personally, and build a sense of trust – or not – even before you have an obvious track record. It is more than ‘just’ charisma or presence, though. Because personal leadership arises from a real depth of character.
The things we associate with great personal leadership are:
These all start with knowing who you are and what you stand for. As a Project Leader, you must know what your values are in relationship to your project and its impact on other areas of your life. More important still, you must be prepared to defend those values.
In 1989, Warren Bennis published a widely quoted book on leadership, ‘On Becoming a Leader’ (US|UK). In it is a table that compared management and leadership, which has been re-used and re-presented many times (often without due credit).
I’d like to offer my own adaptation of it, to try to summarize some of the differences between a project leader and a project manager.
|Project Manager||Project Leader|
|Creates a project plan and directs actions||Creates a vision and strategy, and inspire people to act|
|Project plan for what how and when to do things||Determine what the organisation needs and why|
|Focus on processes, systems and procedures||Focus on people, their commitment and their ideas|
|Relies on governance, hierarchies and controls||Inspires transparency, loyalty and trust|
|Communicates the project plan||Paints a vision of the future|
|Effective monitor and control cycle||Prepared to innovate and make courageous decisions|
|Works within organisational boundaries||Challenges the boundaries|
|Does things ‘right’||Does the right things|
|People do what a Project Manager asks, because it is their job to||People do what a Project Leader asks, because they want to|
This table first appeared in Brilliant Project Leader,
by Mike Clayton (Pearson, 2012) (US|UK)
The distinction in the table above is not entirely fair. No successful Project Manager can ever manage without leading too. And no effective Project Leader can lead a team without being able to manage the people and processes involved.
When things are going well, a Project Manager needs to do little more than manage their team. This will be enough to deliver their project to schedule and on budget. They may want to lead too, but this is the ‘icing on the cake’ of their principal role.
However, times will get tougher. And then, your people will be less confident and more uncertain. Management will not be enough. The tougher things get, the more a Project Manager must lead your team. Being a Project Leader has moved from a choice to a necessity.
I’d like to look at what being a Project Leader means in two ways:
I will end this article by looking at how the Project Management Institute (PMI) may see the distinction between Project Manager and Project Leader. I’ll infer their approach from the way they illustrate their PMI Talent Triangle, which is the basis for their current approach to professional development for Project Managers.
I have written an extensive article on this topic: The Four Essentials of Project Team Leadership. I recommend you take a look at this, for more detail.
This flows from my conviction that ‘you get the team you deserve’. That is, the work you put into developing your team is the driver for the quality of team work you can develop. There are four essential areas for you to invest in developing a strong team:
The first essential for any team leader is to focus on the personality, needs and capabilities of each individual. This is a vital investment that can harness the diversity of your team to the benefit of your project.
There may be no ‘I’ in team, but there is a ‘me’. It is our individuality that is the source of the strength of a great team. For me, the prime skill here is listening.
Your ability to listen is at the core of being able to:
Coaching and mentoring are powerful ways to get the best from an individual’s performance. They harness raw potential, and one of my favorite articles on this website is How Coaching Skills will Make You a Better Project Leader. Coaching and mentoring, of course, depend on you ability to listen.
Another article you might like is:
People feel lost without a sense of direction. And if you cannot give one to them, they will lose confidence in you. Work with your team to develop a credible plan and tailor each component of it to the expertise and personal style of each person.
Creating a project plan is an exercise in continual problem-solving. But there is nothing like this exercise to bring a team together.
It is a big mistake for you to lock yourself away, produce a plan, and then present it to your team. At best this is Project management and not Project Leadership. At worst, you’ll just be setting yourself up for a storm of ‘I told you so’ if the plan does not work.
If your team works together on building its own plan, not only will you be likely to end up with a better plan… But the team will own that plan, commit to it, and work hard to prove it reliable.
A second essential role of a Project Leader is to create a great sense of team spirit and collaboration. A vital aspect of this is ensuring your team feels a shared sense of pride in what they are doing.
There’s a lot of nonsense written about team building. We offer some very practical advice in our article: What You Need to Know about Building a Great Project Team.
Other articles that you may enjoy include:
An important aspet of leading a team is the recognition that conflict will arise. More than that: conflict can be a good thing. When it is handled respectfully, it can be a source of critical thinking and creativity.
Unfortunately, though, conflict can get out of hand. A (sad) part of your responsibility as a Project Leader is the need to handle conflict. It isn’t something most of us enjoy, and many of us feel ill-prepared for it.
If you are one of those people who does not feel ready to handle conflict, we have a course on Dealing with Conflict in Projects. Take a look at the details here.
For a free introduction to the topic, we have two feature-length articles on this website:
Good team communication is not negotiable. But what does it mean, and how can you encourage it?
You need to be able to articulate your vision for the project in a compelling and persuasive way. And we have you covered on this topic too:
Other articles on leadership that you might like include:
At OnlinePMCourses, we use a simple Four-stage Project Lifecycle model.
We’ll look at what some of the differences are between Project Leadership and Project Management at each of these stages.
Briefing your team at the start of a project is clearly a Project Management role. But, as you assemble your team, you must engage and enthuse them. And this is leadership. It needs you to understand the team’s dynamics and transform them into a coherent team that is committed to your project.
Other leadership roles include:
Articles you might like include:
As you get to know your team better, I’ve already argued that you should engage them in their own part of your planning activities. Brief them effectively, allocate work, and secure genuine commitment to get the job done – a commitment you will be able to rely upon.
The leadership part of this stage lies in:
You may like these articles:
During delivery of your project, your team will feel under most pressure. A good leader will understand how the stresses can affect team dynamics and what you can do to address the problems. What is your team’s role in controlling your project and how can you manage their motivation and reward their endeavour?
At this stage, you must also show leadership to your stakeholders, and demonstrate your authority among colleagues – especially with your project board.
Ironically, after all the effort, many projects remain unfinished simply because the Project Leader fails to close them down. Ironically, this is where a managerial mindset can help.
But, as a leader, you’ll want to ask how you can harness your team to help. But you will also be concerned with what risks your team poses at this stage, and how can you counter those risks?
Your leadership responsibility must include giving them recognition for their work and good quality performance feedback that can help them further develop their careers.
We have a comprehensive article that surveys this vital, but under-examined, stage of your project:
Simply, we can compare the list of examples PMI offers in its Talent Triangle flyer. Let’s do that…
In summary, this is not much different to a listing of the PMBoK’s 10 Knowledge Areas.
Now we need to be careful in considering a promotional flier as authoritative. It clearly is not. But I do think it gives a good idea of the PMI’s internal thinking. And it makes good sense too. Their listing (with just one exception*) matches my own experience.
(*) The exception is Governance. I think of this more as a leadership role than a managerial one. But I also believe that there are both managerial and leadership aspects to it.
The important question is this…
Please share below your ideas about the difference between being a Project Manager, and being a Project Leader. I look forward to responding to every comment.
Dr Mike Clayton is one of the most successful and in-demand project management trainers in the UK. He is author of 13 best-selling books, including four about project management. He is also a prolific blogger and contributor to ProjectManager.com and Project, the journal of the Association for Project Management. Between 1990 and 2002, Mike was a successful project manager, leading large project teams and delivering complex projects. In 2016, Mike launched OnlinePMCourses.
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