Managers “do things right” and leaders “do the right thing.”

Managers “do the right thing” and leaders “do things right.”

Managers and leaders have no significant differences.

Managers focus on vision, leaders focus on compliance.

Stewardship

Alignment

Creativity

Adaptability

To drive the project and understand why the investment is being made.

To ensure compliance with management methodology.

To focus only on budget constraints.

To avoid building a team.

Through perspectives captured in articles, books, and writings on management and leadership.

By the number of projects completed.

By the size of the team managed.

Through financial performance only.

Setting the vision aligned with measurable outcomes

Team synergies

Measurable objectives and outcomes

Motivating people

Distributing specific duties or responsibilities to team members to ensure progress and efficiency.

Limited ability to adapt to changes or adjust plans when needed.

Influencing the right strategies to get things done

Directing what gets done

Broad perspectives

Narrow perspectives

Team synergies

Motivating people

Maximum adaptability

Team structure

Team synergies

Setting the vision aligned with measurable outcomes

Assigning tasks

Minimal flexibility

Motivating people

Directing what gets done

Project management requires maximum adaptability, while project leadership requires minimal flexibility.

Both project management and project leadership require minimal flexibility.

Project management requires minimal flexibility, while project leadership requires maximum adaptability.

Both project management and project leadership require maximum adaptability.

Placing the goals of the project, team, and organization above one’s self-interest

Prioritizing personal career growth above team or organizational goals.

Assigning all tasks and responsibilities entirely to team members, not necessarily retaining oversight or involvement.

Putting away the core values and principles that guide the organization’s culture and decisions.

Ensuring that team members understand and align with the project’s goals throughout the project lifecycle

Allowing team members to work independently without coordination

Focusing only on the initial stages of the project

Ignoring the strengths and assets of team members

Project leadership focuses on vision, alignment, and stewardship,

Project leadership is only concerned with financial results

Project management ignores team motivation

Project management focuses on procedures and not resources

Advance the interests and welfare of the team and the overall organization

Impose rigid rules without considering or incorporating feedback from others.

Concentrate exclusively on personal accomplishments, disregarding team goals and collaboration.

Evade responsibility and accountability to shareholders, ignoring their interests and oversight.

It ensures that each member realizes their significance and value in delivering the project

It ensures that team members’ needs are maintained and allows leaders to avoid making decisions

It reduces the need for communication within the team

It encourages competition rather than collaboration

To ensure the project is completed on time

To search for all the support possible and effectively make sure the team is happy

To empower the team to see the strategic importance of their work

To avoid conflicts among team members

A project leader should avoid taking risks and focus only on routine tasks with confidence and enthusiasm

A project leader should have a positive mindset, handle highs and lows, and inspire their team

A project leader should always follow instructions without questioning

A project leader should work alone to avoid negative influences

Staying committed to the original plan despite challenges or changing circumstances, showing firm resolve and consistency.

Adapting through innovation, experimentation, and adjustment to new situations.

Ignoring feedback from the team

Focusing only on technical skills of project leadership

It is not important as long as the project is completed

It helps the team see their stake in the project and their future within the organization's vision.

The benefits are limited solely to the project leader, with no advantage or gain extending to other team members or stakeholders.

It causes confusion among team members

Adjusting actions, communication, and culture to fit the audience and environment.

Concentrating exclusively on the technical aspects, often overlooking broader context or other important factors.

Choosing to maintain the original project plan without making any adjustments or modifications, even when faced with new information or challenges.

Delegating all responsibilities to others

They hold little significance in determining the success of the project.

They are contagious and help engage the team, making it easier to achieve project goals

They only benefit the project leader personally

They increase the complexity and challenges involved in managing the project effectively.

The capability to adhere rigidly to a predetermined plan, maintaining course without deviation despite challenges or changes in circumstances.

The ability to absorb change and disruption by evaluating options and dealing with the unexpected

The ability to avoid any changes during a project

The ability to intentionally overlook or dismiss feedback from stakeholders, potentially risking misalignment with their needs and expectations.

Deliberately ignoring or excluding input from stakeholders, which can lead to missed insights and potential misalignment with project goals.

Continuous learning and evaluation throughout the project lifecycle

Refusing to make course corrections

Ignoring changes in the market

Project leaders do things right, while project managers do the right things

Project managers do things right, while project leaders do the right things

Project leaders avoid planning, while project managers focus on planning

Project managers ignore governance, while project leaders enforce it

By ignoring team strengths and focusing only on their own vision

By setting the vision and removing obstacles using the strengths of the team

By refusing to make any changes to the project plan, sometimes when adjustments may be necessary.

By prioritizing solely the needs of executive sponsors, potentially overlooking the concerns and input of other stakeholders.

To ensure there is a negative impact on the project

To avoid making any changes to the project plan

To prevent negative impacts and ensure the project stays on track to deliver its objectives

To disregard market changes and past failures, risking repeated mistakes and missed opportunities.

It leads to unclear responsibilities and blurred boundaries between roles, causing confusion and inefficiency.

It balances both art and science, helping to handle strategic initiatives and deliver successful projects

It removes the need for governance and oversight by eliminating checks and controls that ensure accountability and proper management.

It emphasizes solely technical skills, neglecting other important areas like communication, leadership, and teamwork.

Regular meetings with the security team to track compliance tasks

• Weekly status reports to executive leadership

• Monthly updates to vendors on security standards

Daily stand‑ups with the entire project team

To reduce material costs through immediate feedback

To speed up the construction schedule

To synchronize environmental goals with construction phases

To fulfill legal approval requirements