ABSTRACT
This chapter discusses the programs of the pre-Industrial Revolution adopting the military top-down structure, in which authority was given high priority, quick decisions were valued, and orders were obeyed without suggestions or challenges. Modern leadership must place a high value on understanding the status of the program derived from the front-line team members. In addition, new leadership must lead by understanding and managing team-member motivations while removing barriers to progress. The characteristics of modern leadership are markedly different from those of traditional leaders. The new leader cultivates a team appreciation of guidance inputs from all members, emphasizing the value of what the team individuals are doing and showing gratitude. Modern leaders understand that the most valuable contributions come from team members when they are provided a minimally burdened path to achieve what motivates them. New PMs may fear that executive leadership will consider these new features to be too risky to accept.
