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The Project Leader as Executive

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Applied Psychology for Project Managers

Part of the book series: Management for Professionals ((MANAGPROF))

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Abstract

In their work, project leaders need to take into account several distinctive features that are typical for project work. This chapter considers three specific problem areas in particular by taking a look at the following questions:

  • How do I agree upon effective performance goals for all project members?

  • How can I manage complex project tasks even under severe time pressure?

  • How can I increase the goal commitment of people whose individual skills and weaknesses I barely know?

The recommendations given in this context are based on practical experience as well as scientific insights, gained in more recent research on how goals are set when leading employees.

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Author information

Authors and Affiliations

  1. Work- and Organizational Psychology, TU Dresden, Dresden, Germany

    Jürgen Wegge

  2. Leibniz-Research Centre for Working Environment and Human Factors, Dortmund, Germany

    Klaus-Helmut Schmidt

Authors
  1. Jürgen Wegge
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  2. Klaus-Helmut Schmidt
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Corresponding author

Correspondence to Jürgen Wegge .

Editor information

Editors and Affiliations

  1. Institut für Organisationspsychologie, Munich, Germany

    Monika Wastian

  2. Institute for Psychology, Ludwig-Maximilians-University Munich, Munich, Germany

    Lutz von Rosenstiel

  3. Lancaster University Management School and The King's Fund, Lancaster and London, United Kingdom

    Michael A. West

  4. CoBeCe, Regensburg, Germany

    Isabell Braumandl

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Wegge, J., Schmidt, KH. (2015). The Project Leader as Executive. In: Wastian, M., von Rosenstiel, L., West, M., Braumandl, I. (eds) Applied Psychology for Project Managers. Management for Professionals. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-44214-2_12

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