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Bringing Your A Game: Authentic Leadership in Project Management

Serengeti Enterprises, Inc.. TrainingCustomized in-houseNorthern Virginia Community College (NOVA)Teambuilding ActivitiesMeetings, events, brainstormingCoaching for teams and individuals. Authenticity. Being who we areRecognizing who we areAcknowledging we are all differentLooking at the con

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Bringing Your A Game: Authentic Leadership in Project Management

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    1. Bringing Your “A” Game: Authentic Leadership in Project Management Michael R. Van Dyke, PMP SERENGETI ENTERPRISES, Inc. (703) 850-1951 * (540) 554-4533 info@SerengetiEnterprises.net

    2. Serengeti Enterprises, Inc. Training Customized in-house Northern Virginia Community College (NOVA) Teambuilding Activities Meetings, events, brainstorming Coaching for teams and individuals

    3. Authenticity Being who we are Recognizing who we are Acknowledging we are all different Looking at the context from which we came Leveraging our strengths within a group

    4. 3 Factors within 3 Cultures Factors Brain style Gender Communication preferences Developed within cultural contexts Country of Origin Generation Work experience (Business culture)

    5. Brain Style Genetic, Hardwired Window on the World Personality as measured by: Myers-Briggs DiSC Colors System

    6. Gender and Leadership Traditional view Management Theory development Men lead the “right” way Feminist view Focus on what women do “better” Androgynous Towards Gender Intelligence Leverage strengths

    7. Men and Women are Different Brain scans world-wide reveal subtle differences Structure Blood Flow/Electrical activity Chemical make-up Genetically predisposed to certain tasks Equivalent to being right or left-handed

    8. Males Tend to: Focus on hierarchy and systems Relate through ritualized action Downplay emotion Promote individual risk taking Sacrifice individual thinking and feeling in deference to authority Develop self-worth through challenge

    9. Females Tend to: Emphasize complex, multitasking activities Bond through extended conversation Use emotion and relationship building Promote team consensus Develop self-worth through encouragement

    10. Leverage Use strengths like other SME skill sets Examples: Mixed gender negotiation teams Male PM chose female advisor Female PM selected male mentor Know other gender skills Recognize own gender limits

    11. Communication Styles Behavior Preference Active – Reserved Direct – Diplomatic Facts – Emotion/Relationship Bullet Points – Details Linked to Brain style

    12. Cultural Contexts Country of Origin Generation Work culture (organizational and team)

    13. “Country” is too Broad Region Rural – suburban – urban Ethnicity Hofstede’s Cultural Dimensions Power distance Individualism Masculinity Uncertainty Avoidance Long-term Orientation

    14. Hofstede Graph Examples

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