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 Managing vs. Leading" Please respond to the following:

• Project managers must have a clear distinction between managing versus leading. Describe at least three characteristics that distinguish managing from leading within the software project management discipline. Explain how the attributes identified may be exemplified and portrayed by you, the project manager. 
• Project managers are responsible for maintaining the morale of the project team. Assess the typical activities that a project manager must perform to ensure that the human factors and psychological elements of job satisfaction are present within the project team.

Classmates:

Project managers must have a clear distinction between managing versus leading. Describe at least three characteristics that distinguish managing from leading within the software project management discipline. Explain how the attributes identified may be exemplified and portrayed by you, the project manager. 

Counting value vs Creating value. You’re probably counting value, not adding it, if you’re managing people. Only managers count value; some even reduce value by disabling those who add value. If a diamond cutter is asked to report every 15 minutes how many stones he has cut, by distracting him, his boss is subtracting value.

By contrast, leaders focus on creating value, saying: “I’d like you to handle A while I deal with B.” He or she generates value over and above that which the team creates and is as much a value-creator as his or her followers are. Leading by example and leading by enabling people are the hallmarks of action-based leadership.

Circles of influence vs Circles of power. Just as managers have subordinates and leaders have followers, managers create circles of power while leaders create circles of influence.

The quickest way to figure out which of the two you’re doing is to count the number of people outside your reporting hierarchy who come to you for advice. The more that do, the more likely it is that you are perceived to be a leader.

Leading people vs Managing work. Management consists of controlling a group or a set of entities to accomplish a goal. Leadership refers to an individual’s ability to influence, motivate, and enable others to contribute toward organizational success. Influence and inspiration separate leaders from managers, not power and control.

https://hbr.org/2013/08/tests-of-a-leadership-transiti

• Project managers are responsible for maintaining the morale of the project team. Assess the typical activities that a project manager must perform to ensure that the human factors and psychological elements of job satisfaction are present within the project team.

1.Offer staff members flexible scheduling if possible.
If you can offer flex-hours, go ahead and implement staggered shifts.

2.Provide Incentives.
 Offer employees incentives when they complete their tasks. It can be something small. This will boost employee morale and will prompt them in working efficiently.

3.Provide opportunities for growth and development.
To improve IT project morale, encourage teammates within the same functional areas but in different roles to spend time cross-training or getting involved in external committees to add variety and revitalize work efforts on a dragging project.

4.Provide positive reinforcement. Openly praise exceptional work, long hours, and top performers. Let your team know their work is recognized.

5.Set aside time for team building exercises.
Pick a day for your team to get together for lunch and collaboratively solve a problem together. 

http://www.nuwavetech.com/it-project-blog/bid/38444/5-ways-to-maintain-it-project-morale