Systemic project leadership - The gardener in the project

Project management is becoming increasingly important in projects. The difference between project management and project leadership has now been recognised in the business world. They are different but complementary roles in a project organisation. While leaders set the direction and inspire, managers ensure that the necessary steps are taken to achieve these goals.

But which management style is suitable for project management? If you search for the keyword ‘leadership styles’ on the Internet, you will find a wealth of different suggestions. Depending on the source and orientation, they are viewed or categorised differently. Wikipedia lists a total of 15 leadership styles. Kurt Lewin's definition is certainly well-known, where a distinction is made in experimental leadership research between authoritarian, cooperative, charitable/participative and laissez-faire leadership styles. I also find the approach of Anderson/Adams exciting, who characterise egocentric, reactive, creative, integral and unified leadership styles depending on the stage of development in their book ‘Mastering Leadership’.

However, what is little described, but has guided me for many years due to my training and experience, is the systemic management style, which manages a complex project in a holistic manner analogous to a gardener (Ref. MIO University of Zurich):

• Like the gardener for his plants, the project manager proceeds according to the motto ‘Good preparation is half the work’ and prepares optimal framework conditions for his project.
• He protects his project from negative external influences and reinforces positive influences.
• He intervenes in the event of difficulties and problems - otherwise he lets things take their course.
• He controls the progress and determines the time of harvest.
• His authority is based on a delicate balance of trust and distance towards his team.

Systemic leadership is therefore a very modern management approach that is particularly suitable for complex and agile projects.

Finally, it is also important to ensure that the management style not only fits the project, but also the organisation and corporate culture. Only in this way can a complex project be integrated and implemented effectively.