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Abstract
Interpersonal conflict on project teams is a challenging problem for project managers. Interpersonal conflicts may derail project success by jeopardizing team collaboration, cohesion, and can threatens the existence of the project. On the contrary, it has been argued that interpersonal conflict on project teams is a necessary evil. Whetten and Cameron (2010), observe that interpersonal conflict is an essential and ubiquitous aspect of life on project teams. It is noted that too much agreement among top management teams undermines project success because people who think in similar ways and agree on issues most of the time, are more likely to become complacent (Whetten & Cameron, 2010, p.376). The issue of conflict therefore presents both threats and opportunities to project teams. The focus of this paper is successful project leadership through effective interpersonal conflict management. Concepts such as establishing effective project teams, personal leadership attributes, team communication, motivation; the use of power and influence; stress management; empowerment; and proactive interpersonal conflict management have been discussed.
Introduction
The complexities that characterize modern projects makes it imperative for project managers to develop effective leadership styles that takes into consideration, the holistic approach to project success. All too often, project managers are focused on the specific goals and objectives of the project but several important issues have to be addressed in order to achieve project success. Managing interpersonal conflict on project teams is one of the challenging issues that may undermine project success. Personality and interpersonal issues may draw conflict, particularly in complex project environments, where cross-functional, self-directed teams with technical backgrounds must rely on the work of others to get their own work done. Whetten & Cameron (2010) identify several skills that enable effective managers to succeed on project teams. Among others, verbal communication; stress management, decision management, motivation, empowerment and delegation, self-awareness, team building and effective conflict management are vital to project success. Developing a leadership model that encompasses these skills while effectively managing interpersonal conflicts may facilitate project success.
Literature Review
This paper synthesizes information primarily from two sources: Whetten and Cameron's Developing Management Skills (8th Edition) and Rahim's Managing Conflicts in organization.
In the book Developing Management Skills, the authors Whetten and Cameron suggest a variety of leadership skills which can be helpful...