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Project Manager and a Scrum Master (Servant Leader or True Leader)

The difference between the roles of a Project Manager and a Scrum Master (Servant Leader or True Leader), has become an intriguing and hotly debated subject with the rise of agile techniques and practices.

The function of a project manager has changed throughout time as the modern workplace undergoes transformational changes with an emphasis on open culture, innovation, and regular delivery. Let's examine the core of these jobs, their duties, and their distinguishing traits, going beyond simple labels, in order to fully understand this progression.

Compared to leadership, management has a more technical and conceptual viewpoint. It functions in a mechanical environment and is mostly focused on duties, control, and the accomplishment of the organization's vision. Delivery on time, control, effectiveness, speed, command, and doing things properly are priorities for management. It emphasizes following established protocols and is process-oriented. In order to create win-win scenarios, a professional manager possesses strong communication, negotiating, and persuasion skills. They represent the team's voice and are able to lead, inspire, and manage their teammates to success. Also it is important to stress that managers must not undervalue the value of human skills and also have strong interpersonal skills.

On the other hand, Servant Leadership in the context of Agile, places a strong emphasis on offering the team the support they require, getting rid of roadblocks to growth, and performing helpful chores to increase productivity.

The significant traits of a servant leader are:

1. Listening: A servant leader must pay close attention to the team's vocal and nonverbal cues in order to make wise decisions.

2. Empathy: Effective servant-leaders exhibit a greater capacity for empathy, becoming into adept empathic listeners.

3. Awareness: A servant leader must be cognizant of the dynamics of the team.

4. (Re)Communicating the project vision: Successful leadership depends on clear communication and ongoing reinforcement of the project vision.

5. Providing necessary resources: Serving the team is more than just giving them food and water; it also entails giving them the resources they need to thrive and increase production.

A servant leader must be aware of the team's requirements, remove roadblocks to progress, protect the team from disruptions, and lead with an emphasis on morality. Additionally, they use backward thinking, imagining the ultimate result and figuring out the necessary steps to get there from there.

In light of these realizations, it is simple to identify the traits and abilities needed for a manager to adopt the role of a servant leader. Project managers should make an effort to exhibit these qualities if they accept the role of a servant leader. With this strategy, the project's outcomes will benefit the entire team in addition to the project manager.

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