What is a good project manager? An Aristotelian perspective

Bredillet, Christophe, Tywoniak, Stephane, & Dwivedula, Ravikiran (2015) What is a good project manager? An Aristotelian perspective. International Journal of Project Management, 33(2), pp. 254-266.

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Abstract

The purpose of this paper is to take a critical look at the question “what is a competent project manager?” and bring some fresh added-value insights. This leads us to analyze the definitions, and assessment approaches of project manager competence. Three major standards as prescribed by PMI, IPMA, and GAPPS are considered for review from an attribute-based and performance-based approach and from a deontological and consequentialist ethics perspectives. Two fundamental tensions are identified: an ethical tension between the standards and the related competence assessment frameworks and a tension between attribute and performance-based approaches. Aristotelian ethical and practical philosophy is brought in to reconcile these differences. Considering ethics of character that rises beyond the normative deontological and consequentialist perspectives is suggested. Taking the mediating role of praxis and phrónêsis between theory and practice into consideration is advocated to resolve the tension between performance and attribute-based approaches to competence assessment.

Impact and interest:

5 citations in Scopus
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4 citations in Web of Science®

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ID Code: 71387
Item Type: Journal Article
Refereed: Yes
Keywords: Project Manager, Competence, Standards, Ethics, Aristotle, Praxis, Phronesis
DOI: 10.1016/j.ijproman.2014.04.001
ISSN: 1873-4634
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Civil Engineering & Built Environment
Current > QUT Faculties and Divisions > Science & Engineering Faculty
Current > Schools > School of Management
Copyright Owner: Copyright 2015 Elsevier
Copyright Statement: This is the author’s version of a work that was accepted for publication in International Journal of Project Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in International Journal of Project Management, [in press] DOI: 10.1016/j.ijproman.2014.04.001
Deposited On: 12 May 2014 05:19
Last Modified: 25 Jan 2016 02:04

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