International Journal of Servant-Leadership
Abstract
There are many obstacles that threaten success in a project—whether that work intends to build a bridge, develop a computer system, or move an office to another building. In my 40 years of experience implementing change through the design, development, and implementation of software, I find that one of the most significant barriers is ineffective team leadership. To be successful, a good leader of project teams listens to those who have a stake in the project outcome, formulates with the sponsor the project vision, grows the capabilities of team members, foresees trouble and addresses it, and helps stakeholders make a successful transition to the realized vision. This essay describes how the practice of Servant-Leadership provides an operational framework for those in roles who lead without authority: project managers, business analysts, and group facilitators, for example.
Recommended Citation
Goss, Joe
(2019)
"A Framework for Developing and Sustaining Effective Project Teams,"
International Journal of Servant-Leadership: Vol. 13, Article 14.
DOI: 10.33972/ijsl.60
Available at:
https://repository.gonzaga.edu/ijsl/vol13/iss1/14
Copyright Information
Copyright 2019 The Author(s). All rights reserved