14

CASPIAN BUSINESS NEWS DIGEST

November 2005

Leadership &

Project Management in Kazakshtan

A project leader, when applying such leadership and management ways, can gain the 'all-in-the-family' touch as well as effectively ensure the project's successful completion. After all, business, like sports, is always looking for an edge over the competition and in project management that edge comes not only from investments in technology or time planning but rather from "the soft skills and high relationship" aspects, that is, 'father leadership'.
The Wheel of Project Management
Excellence: the 6C Components of
Project Management
by Patrick Low Kim
 Cheng and Indira Tabyldy*)
Projects are normally constraints by limited resources and a project is "a novel undertaking to create a new product or service, the delivery of which signals completion" (quoted in Wideman, 2004: 5). The project leaders are to extend their personal influence so that there can be positive effects with results attained for the organizations. "Leadership involves the influencing of others through the personality or actions of the individual" (Maylor, 2003: 248). Leadership is the individual's positive influence on his or her  people. Business, like sports, is always looking for an edge over the competition. In project management that edge comes not only from investments in technology or time planning but rather from father leadership. Most project management books tend to stress on project scope, project time, project cost and project quality management. One book entitled "The Four Pillars of Project Management" discusses the above but leadership or management is not included. There appears to be little emphasis on the critical people or soft skills aspects.
It is therefore useful to take a fresh look at the soft skills and attributes of a good project leader. Project leaders can be fatherly in their leadership approach to their project staff, and such practices, to this researcher, appears to have its benefits and it has also a cultural fit in Kazakhstan.
Benevolent leadership style
>From the offset, it should be asserted that within the Kazakhstani culture, there is respect to the elders and seniors (Akshalova, 2002) and hence, all the more, father leadership should be encouraged and practised. There is nothing wrong with a telling or father leadership as long as it is benevolent and for the good of the people. After all, it is a benevolent leadership style that benefits all parties concerned the leaders, the people and the organizations. One can argue that such 'father leadership1 practices have been reinforced by "Asian values in Kazakhstan... understood as a block, in which hierarchy, discipline and obedience form an entire horizontal line coming down from the state to the subject. Therefore, obedience of son to father, wife to husband, younger brotherto elder one can be found in overall obedience to the state." (http://www.cvi.kz/text/Journal/Nl/Asian Values.html 23.02.04) Here, we can say that 'father leadership' is practised, quite akin to that as in Japan and Singapore (Low, 2002). Leadership and motivation is intrinsically linked. Leaders energize their people "not by pushing them with control mechanisms but by satisfying basic human needs for achievement, a sense of belonging..." (Vedpuriswar, 2004: 8) Being fatherly, means you show care and concern.
Deadlines, targets, expectations
When the father shows care and concern to his children, it helps; the children feel motivated and happy. The father leader looks after the welfare and well-being of the employees (Low, 2004). More so, it can be said that Kazakhstani people tend to expect that employers provide transportation and this is a standard practice in many banks and most manufacturing companies. The people do look for such benefits as incentives, and that keep them motivated (Low & Ahsan, 2004). The project leaders need to tell the team members of his expectations, and the details of

which will have to come from or worked upon by the team members. Hence, after the basic has been settled, there is buy-in and ownership by the team members. In the beginning of a project, telling style is applied as amplified by Hersey and Blanchard's Situational Leadership Theory (Hersey and Blanchard, 2001 ;Robbins, 2005).
The 'telling' is also done particularly at the start of the project when people are not too sure of the hard details project deadlines, targets, expectations and the roles each team member plays. Besides, the telling or commandeering is also vital when dealing with project crisis. In such emergency cases, quick vital steps are needed, and the father-leader can then issue quick decisive orders. In project life, there would be certain crisis-prone stages, but good leadership can plan or help to eradicate or minimize the impact of such situations.
Miscommunications and misunderstandings
Most of respondents the researcher spoke to agreed on this: "At the start, there is some hand-holding by the leader, and the project members feel safe and confident". Just as a parent   relinquishes   control   as   the  child

Becomes more mature and responsible. Once everyone knows what each is in for, and there is then no micro management by the project leader. Everyone knows and manages the project; they own the project. Besides, input from several respondents surveyed indicated that project leaders should commandeer the project from the start to the end of the project. Otherwise, the miscommunications and misunderstandings may occur. Professionalism, and the ability to allocate duties are the skills that will help leader to get the best possible results out of the project. The key mistakes that may occur in projects in Kazakhstan are normally disinformation and barriers between the leaders and the followers. This is better overcome by the leaders' being approachable, communicative, and their giving or sharing of information during the project time. Good leaders communicate (Vedpuriswar, 2004; Low and Theyagu, 2003). Most project managers need to connect, talk and gather together individuals with the aim of making them a cohesive whole and getting the maximum results for the project. Projects ("we are in it together") normally involve "small group" situations, and the stakeholders should feel part of the team (Low, 2004).
Goal-achieving ideas
Communicating becomes critical and 'father leadership1 can close ranks, bringing about an "all-in-the-family" situation. Frank discussions can ensue. Good communications lead to teamwork and the feeling of "we are in it together" and the "all-in-the-family" situation is indeed vital in a project management situation. The leader, being fatherly also collaborates with his "family members" in a purposeful team fashion. The word fatherly is synonymous with motherly and is also taken as showing the care and concerns of one's parents. "Project team members should feel they can approach their project leaders easily and at any time". "Such barriers are being reduced"; the father leader, being approachable, encourages openness that can be fostered by allowing employees to voice goal-achieving ideas and concerns; with such openness, the father leaders' ears are on the ground. And there would be no ugly surprises. Things are learnt, and errors if any, rectified. Good communions and collaborations also ensure good monitoring and tracking of the project. The common purpose of the team is to carry out the project successfully. Common aims, and mutual

CASPIAN BUSINESS NEWS DIGEST

November 2005

15

Bibliography
1.	Akshalova, Bakhytgul (2002) Kazakh Traditions and Ways (translated version),   Dyke-Press.
2.	Eaton, J. & Johnson, R. (2001) Coaching, A Dorling Kindersey Book.
3.	http://www.cvi.kz/text/Journal/N1/Asian Values.html Accessed on 23.02.04
4.	Hersey, P. and Blanchard, K.H. (2001) Management of Organizational Behavior: Leading
Human Resources, Prentice Hall, N J.
5.	Lasserre, P. and Schutte, H. (1995) Strategies for Asia Pacific, Macmillan Press.
6.	Low Kim Cheng, Patrick (2004) 'Father Leadership & Project Management in Kazakhstan* in
3* International Symposium "Project Management: Kazakhstan 2004я on October 27 29,2004,
Almaty (Presented in English & Russian) (www.pmikz.org).
7.	Low Kim Cheng, Patrick and Daniel Theyagu (2003) Developing True Leadership Potential,
The Publishing Consultant, Singapore.
8.	Low Kim Cheng, Patrick (2001) The Power of Relationships, BusinesscrAFT Consultancy.
9.	Low Kim Cheng, Patrick (2002) Corporate Culture and Values: Perceptions of Corporate Leaders of
Co-operatives in Singapore, Unpublished PhD Thesis, University of South Australia.
10.	Low Kim Cheng, Patrick & Ahsan, Kamrul (2004) 'Impressions of Business Culture of
Kazakhstan', Today's Manager, Singapore Institute of Management, pp. 39 41.
11.	Maylor, H. (2003) Project Management, Pearson Education Ltd.
12.	Robbins, S. (2005)(11lhed.)Organizational Behavior, Pearson Prentice Hall, U.S.A.
13.	Vedpuriswar, A.V. (2004) 'Effective Leadership', Effective CEO, ICFAI, India, pp. 1-19.
14.	Wideman, R.M. (2004) 'First Principles of Project Management1, Kesiraju, K. (ed.) (2004)
Project Management: An Introduction, pp. 3-14.
interests, and collaboration among all project team members may lead to the goal attainment. They should act as a family, and collaboration is the best way to reach such outcome.
Talking, listening, coaching
"Coaching is the art of improving the performance of others" (Eaton & Johnson, 2001: 6). "The leader shares information and guides". When 'father leadership' is applied, the project manager becomes the role model and a coach; he sets the standards and the example. The project team members emulates the father leader as (s)he advises, coaches and transfers his(her) knowledge and skills to the project team members where possible (Low, 2004). "It is Kazakhstani culture that the leader shows care and concern. Besides, there is respect to the leader for his age, skills and experience".
The father (leader) can be strict (task-oriented, and in this way, things get done) and may discipline yet he is caring (relationship-based); he looks after the welfare of his off-springs (project team-members).
Evaluating the Singapore's Confucian heritage cultural model, Low, 2002 argues that the corporate leaders or managers, like benevolent fathers, "use more saliva than drinking tea" meaning talking, listening, coaching and taking personal interest in the employees' welfare. Informality and intimacy exists with everyone undertaking a variety of activities to meet daily performance demands (Lasserre & Schutte, 1995: 105; Low, 2001:9899; Low: 2002).
Respectful, reliable and trustworthy
Such air of informality and intimacy can be very morale-lifting and motivating to the project people, within a high task and a high relationship setting. While tasks are achieved, the relationships between and among each project members are also nurtured. "A little warmth energises both the receiver and the giver" (Low, 2001:106; also cited in Low, 2004). When such a supportive culture is applied, the project people will have greater satisfaction, working and enjoying the relationships; they will also be looking up to the project leaders, their good conduct is stressed; and it is also expected that leaders and members should be showing care and concern to each other. They should both be respectful, reliable and trustworthy to one another. "Controlling is necessary to eliminate

problems from aggravating or worsening and besides, project management should be worked out to avoid ugly surprises". This controlling element is connected to the first C, i.e., the commandeering aspects of project leadership and management. Not dismissing or denying the formal project controlling process such as Gantt charts, Critical Path Analysis (CPA) and the four pillars: scope, time, cost and quality management, we can also have the more informal ways (the "soft skills" aspects) of project controlling through •father leadership' (Low, 2004).
High relationship attainments
The parent will usually talk with the family members during breakfasts or lunches, and by the same token, the project leaders, adopting the parental style will gain input and feedback during such informal sessions. Indeed, the one of the researchers (Low, 2004) knows of a Bank Chief Executive who relies on his regular breakfast gatherings with his general managers to get feedback and other vital information on the work projects he delegated to them.
The quality of control will define the result of the project. With father leadership, the 6 Cs, ensure high task completion and high relationship attainments. Besides, the 'father' project leader informally talks; listen and flexibly upkeep close links with his or her team members.
With such informality, it also means much de-layering, faster information flow, good communications and high motivation that benefits everyone in the project team in achieving the project team's goals and objectives. All the 6 C's are interdependent; the fulfillment of each will better contribute the final results.
*) Patrick Low Kim Cheng, Ph.D. (South Australia), M.Bus. (Curtin), Dip M (U.K.), GDPM, GDMF (MIS/Standard Chartered Bank Gold Award), ВA. He teaches Small Business Management and Managing People at the Kazakhstan Institute of Management, Economics & Strategic Research (KIMEP). Indira Tabyldy MBA (Operations Management) at the Kazakhstan Institute of Management, Economics & Strategic Research (KIMEP), Bachelor of International Journalism (Honors), Kazakh National University named after Al-Farabi. She teaches Operations Management, and Purchasing and Materials at KIMEP.

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Promotion Policy Wkl Problem.-, in Tajikistan ало Small Opcu Ecouomv	Rojjcr На|1ол<1 X J>hn Tnylor. PhD rboj» Soliev. PhD	
3	luloiuuiioi. .">>kicuij ш Small A. Medium Enterprises ш Кн/акЬ<1ди- An Fxplofntorv Study	Neua Pal Singh, PhD. Dniitriy Molokov. M8CB. Stanulsi LcchshAk. MBA. A^kar Kuspanov. МП А	
4	Rural and Urban Developments, Its Differences * Synergic* • A
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5	An Hm lUc ComUwci	Murk J Ка.ьст. PhD	
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7	Danger of Development of Dntch disensc in Ku/nkMtAn	Rnf'nrt Sha£iOKhmotovQ	
К	Oil and Cras InUuMrv in Uzbekistan	Diana Bov/akovn	
0	Ticml < in Retail Trade Patten» in Transitional EoaoomlMU The Ahiutv Cftfe Stuu>	John Taylor. PhD &. Patrick Low Kim Cheng, PhD & Chattered Marketer	
:o	The Ptoblcmatic Access to Credit ict Private Faims a* Ooe of the Hurdle* tor the Job Creation ш Rural Ajvas ш Uzbekistan	Jgoi Matvcev	
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42	Teaching Maikeiiug Research Aiiickj^ Local Citizens	Mulau Apsutatov	
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40	Tajikistan Developing of I lauac'ni Market	Madina Turseva	
47	National Identity ш Frontier Area (Самеги Razakhstaa case)	Vulia Ou^hvenko	
NOTE: Id upcoming weeks, access to these papers will he available through www «kimep.kz/conference