for Project Management Success
SECOND EDITION
By Michael J. Littman, Ph.D.
SUNY: Buffalo State, New York, USA.
University of Haifa, Israel
and
Ezra S. Littman, M.S.
SUNY: Buffalo School of Architecture
New York, USA
Abstract
The success of any project is a team oriented, goal focused activity under the direction/guidance of a highly competent, ethical leader. Project management success is enhanced by the positive guidance, influence, and integrity of a team leader who sets high personal standards in their actions and in making ethical decisions that are followed by all others. These standards lead to trust and stronger decision making in the best interest of all stakeholder groups. This will enhance the chance of project success and reduces the risk of project failure.
Adhering to the Project Management Institute’s (PMI) Code of Ethics and Professional Conduct will enhance the strength of the process and lead to successful project outcomes.
Six ethical strategies are articulated to assist leaders in project success. These include strategies in respect, responsibility, fairness, honesty, courage, and kindness.
Key words: project management, ethical leadership
JEL code: L14. L29, M14
Introduction
A project manager today lives in interesting times. A leader in project management must face a variety of situations and challenges on an ongoing basis. The success of any project is based on a team oriented, goal focused activities under the direction/guidance of a highly competent, ethical leader. Project management success is enhanced by the positive guidance, influence, and integrity of a team leader who sets high personal standards in their actions and in making ethical decisions that are followed by all others. These standards lead to trust and stronger decision making in the best interest of all stakeholder groups. This will enhance the chance of project success and reduces the risk of project failure.
Adhering to the Project Management Institute’s (PMI) Code of Ethics and Professional Conduct will enhance the strength of the process and lead to successful outcomes. A second valuable tool in creating and supporting ethical leadership practices is the PMI Ethical Decision-Making Framework which can guide the project management professional through a 5 step decision making process when faced with an ethical problem.
In supporting the ideas of Reusch and Reusch (2016), gaps must be taken into account when looking at the challenges project managers face in the completion of their tasks. Ethics and leadership are part of those tasks and a gap that the project manager must fill.
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Editor’s note: Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English. Original publication acknowledged; authors retain copyright. This paper was originally presented at the 6th Scientific Conference on Project Management in the Baltic States at the University of Latvia in April 2017. It is republished here with the permission of the author and conference organizers
How to cite this paper: How to cite this paper: Littman, M.J.; Littman, E.S. (2017); Six Ethical Leadership Strategies for Project Management Success; presented at the 6th Scientific Conference on Project Management in the Baltic States, University of Latvia, April 2017; republished in the PM World Journal, Vol. VIII, Issue X, November 2019. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/11/pmwj87-Nov2019-Littmans-six-ethical-leadership-strategies.pdf
About the Authors
Michael J. Littman, PhD
New York, USA
Michael Littman has served as the Business Department Chair at SUNY: Buffalo State since 2012. He previously was chair between 1998 and 2001. Dr. Littman earned his Ph.D. and taught marketing at The Ohio State University before coming to SUNY: Buffalo State. His teaching areas include leadership ethics, international business, and marketing. In 2015, he received the SUNY Chancellor’s Award for Excellence in Teaching.
Since 2007, Dr. Littman has been a Fellow at the Schusterman Center for Israel Studies at Brandeis University in Waltham, Massachusetts. He also is an affiliated Professor at the University of Haifa, Israel.
Internationally, Dr. Littman is well recognized as a scholar, having served as a guest professor on numerous occasions since 1993 at the Amsterdam School of International Business and the University of Applied Sciences, University of Dortmund, Germany. He also has served as a visiting professor at the University of Szczecin in Poland.
In 2019, he served as a Keynote Speaker at the Eighth Annual Conference on Project Management the Baltic States in Riga, Latvia where he also served as the Keynote Speaker at the Sixth Annual Conference in 2017. In 2017, he was a Presenter and Member of the Program Board of the 30th International Project Management World Congress in Astana, Kazakhstan.
He has contributed more than 96 articles or presentation. Since 2015, he has made 7 research presentations at the Academy of Business Research, many collaborating with his son. Since 2016, he has made 7 international presentations in South Africa, Netherlands, Germany, Latvia, Kazakhstan, and Israel. Professor Littman can be contacted at littmamj@buffalostate.edu
Ezra S. Littman
New York, USA
Ezra S. Littman, M.S. holds a Master’s degree in Real Estate Planning and Development from the School of Architecture at SUNY Buffalo. He earned his B.S. from the School of Management at SUNY Buffalo in International Business and also studied at the Singapore Institute of Management. Ezra had co-authored several papers in business and project management. He is a licensed real estate agent and entrepreneur. He can be contacted at ezralitt@buffalo.edu
