项目领导力：在项目环境中的领导力学派

在这一系列文章中,我主要讨论在不同类型的项目中是否适宜采用不同的领导风格.也就是说,项目经理的领导风格是否影响着项目的成功,不同类型的项目中是否适合采取不同的领导风格.上期我阐述了一般管理文献中的6个管理学派,本期我想讨论这6个学派是如何应用在项目环境中的.     

项目领导力研究初探

项目管理领域的领导力研究是整个项目管理科学中非常薄弱的一环。首先阐述了项目和项目管理的特性以及项目经理面临的挑战;在此基础上界定了领导和项目领导力的含义,并从特质论、行为论、权变论三个角度对现有的典型理论做了总结和分析;最后讨论了项目管理中的变革型领导和项目政治。     

项目经理的领导风格：项目的一个成功因素

在最近的一系列文章中,我主要讨论在不同类型的项目中是否适宜采用不同的领导风格.也就是说,项目经理的领导风格是否会影响项目成功,不同的领导风格是否适合在不同类型的项目中采用.上期我考察了有关项目管理文献中对于项目经理的能力(包括他或她的领导风格)作为项目成功因素的论述.     

项目管理学派：过程（和成功）学派

在目前的系列文章中，我正在阐述项目管理的八个学派。前两期我讨论了（硬）系统学派和合同学派（治理学派的一部分）。从历史沿革来看下一个出现的学派是成功和失败学派，不过去年我已经以此为主题撰写过一系列文章，因此这里就不再赘述。本期我将转而讨论过程学派，如图1所示，过程学派坐落在迄今为止讨论过的其他三个学派之间。     

项目管理学派：行为学派：员工福利

上期我开始阐述项目管理的行为学派，该学派由两个部分组成，即人力资源管理和组织行为，传统的人力资源管理（HRM）在组织中发挥两方面的作用：     

项目管理学派：合同学派

从上期开始我对项目管理的八个学派进行阐述，从硬系统学派开始。从历史沿革来看，项目管理发展的第二个学派是合同学派，它后来成为治理学派的一部分。见图1。     

项目管理学派：决策学派和权变学派（上）

在目前的系列文章中我讨论的是项目管理的九个学派，其中最后两个学派是决策学派和权变学派，本期和下期我将对这两个学派进行阐述，从而结束这一系列的写作。     

项目管理学派：（硬）系统学派

我曾在2006年第10期的文章中介绍了项目管理的八个学派，今年我打算对这八个学派一一进行阐述。由于有些学派有两个或多个子学派，因此我预计全部刊登完需要不止八期。例如，我将首先论述系统学派，而系统学派又包括硬系统学派和软系统学派，对此我计划用两期分别阐述。这对我来说亦是一个探索性旅程，因为我认为随着写作的进行，我将会逐渐理清自己对各个学派的理解。我希望这最终能形成一本书，来指导人们从不同的视角理解项目管理。     

项目成功：项目经理的贡献

在最近的一系列文章中,我主要讨论在不同类型的项目中是否适宜采用不同的领导风格.也就是说,项目经理的领导风格是否影响着项目成功,不同的领导风格是否适合在不同类型的项目中采用.     

项目管理学派：行为学派：人力资源管理

本期我将转而讨论项目管理的九个学派中的行为学派。行为学派有两个子学派：组织行为学派和人力资源管理学派。我20世纪90年代初在英国亨利管理学院执教时，我们的MBA课程中有门课叫人员管理，它涵盖了管理为组织工作的人员的所有方面。现在普遍把这门课分为以下两部分：     

Project leadership in clinical research organisations

Do managers adjust the contextual variables of a project with a view to suiting their personal style? A survey among project leaders in clinical research organisations has given limited support to this proposition but has identified a relationship between the perception of the difficulties involved in a project and types of leaders, based on Fiedler’s theory. This observation has important implications both for project definition in terms of contextual characteristics and for the choice of appropriate project managers, particularly where knowledge workers are involved.     

Project leadership and the involvement of users in IT projects

By their nature IT projects have a major impact on any organization. It is essential to understand the reasons for success and failure, and to create the correct environment for success. Users are key stakeholders who must be involved at an early stage if success is to be achieved. There are two categories of user in IT projects - the end-users themselves, and those who will support and maintain the system.     

Project management scholarship: Relevance,impact and five integrative challenges for business and management schools

This paper discusses the standing of project management in the academy. It does so from the viewpoint of business and management schools. The paper identifies five critical integrative challenges concerning research, how they might be better addressed and perhaps turned into opportunities. The paper builds on recent debates within the area of engaged scholarship and knowledge co-production, which call for greater focus on multi-disciplinarity and research–practice collaborations. The paper offers suggestions as to what project management scholars could do to tackle the identified challenges and thereby improve the standing of project management as a subject area within the academy and its contribution to the curriculum and research agenda of business and management schools. The paper ends with some thoughts about future debates on the role of project management research and teaching, especially how project management scholarship could help respond to some of the current criticism of business school research and how research could better inform management practice.     

Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers

Leadership is widely considered to be an important aspect of project-based organising and there are several reasons to suggest that transformational leadership is of particular relevance in this context. However, there is a dearth of both theoretical and empirical work on leadership in project-based organisations. The aim of this paper is to report the findings of an empirical study comparing the relationship between transformational leadership style and employee motivation, commitment and stress for employees reporting to either project or line managers. The results show that although project managers are not perceived as less transformational, the relationships between transformational leadership and outcomes tend to be less strong for employees reporting to project managers than for those reporting to line managers. Implications for future research on leadership in the project context are explored.     

项目管理学派：决策学派和权变学派（下）

决策学派关注的第二个方面是通过项目对信息进行加工处理以减少不确定性，这就产生了阶段门的概念。     

Management and leadership

In the past the UK was looked up to and provided management and leadership skills round the world. Over the past few years it is clear something has gone wrong dramatically-so what is it and how can it be rectified? The author discusses the issues by looking at examples from both the private sector and nationalised institutions     

指导大中小学建设节约型学校

《北京节约型高等学校建设指导意见》和《北京节约型中小学校建设指导意见》是在学习和借鉴国内外先进理念、管理经验及技术体系的基础上,依据有关法律法规和政策规定,结合北京学校的实际情况制定出来的。该文件整体上突出了可操作性和引导性,适用于学校节水节能组织与管理、学生的节约教育、新建和既有学校校园建设的改建、扩建、运营、管理等,为节约型高校及节约型中小学校建设的实施提供了具体的操作指南。