First: Friend

Any experienced project manager  knows that leadership is situational. Different situations call for different leadership styles particularly in a software organization. For example, autocratic leadership may be the only way to deal with an unexpected "brushfire" problem, but participative leadership is more fruitful where people and teamwork are involved.  I have noticed this kind of leadership, in one of my project managers, where he was dealing with a high profile project and the project completion date was approaching , but the client was insisting for more changes to be accommodated at the last phase of the project , and the code required lot of refinements at the end of every release phase. Managing the client, with situational leadership was initially good, but later turned out to be a disaster and the team was highly de-motivated, by the end of the project release. To handle such client projects , I would prefer a leader who has transformational capabilities, and who can motivate the team members and try to engage them in all the client meetings and take the team members suggestions, before committing to client demands.

Second: Friend

Well I would like to discuss on Servant leadership which is nothing  but a approach to work, promoting a sense of community, and it also shares the power in decision making.In my workplace ScrumMaster acts as a servant leader who Serves the product owner,team and organization as well The ScrumMaster is very much responsible for the team to follow scrum rules and  also help the team perform at its highest level ,protects the team as well and  removes any impediments to the process team has occurred andhe  also facilitates meetings between  product owner and the team which helps to Get clear communication channels between stakeholders also .which ultimately helps in delivering a potentially shippable product.According to my and my opinion on true leadership is that whatever may be the situation is a leader  must enact immediately and resolve that problem area and should  be expert making decisions. In order to achieve these responsibilities, the ScrumMaster/servant leader should not stick to just one management style.

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