Introduction
The construction of a temporary rail station was a case study among the twelve project study cases discussed. Its urgency was based on the need to reconnect two towns after road bridges had been lost. Moreover, the case was considered of utmost importance as it would enable people to access public services again as other alternatives were being laid down. After much consultations, leaders who took over this project begun to plan, organize, lead and control all the operations meant to keep the project rolling. From the beginning to the closing phase of this project, the author in his analysis presents various interpersonal skills that leaders had to apply in the whole process.
Interpersonal Skill #1 Decision- Making
The project managers heading the temporary rail station project were in one way or the other subjected to making very important decisions. Some of these decisions included the employment of resources, timing and risks and how to manage stakeholders (White- Hunt & Wearne, 2014) . Additionally, frequent meetings of project teams, advisers, technical experts , and sponsors solely involved making important decisions regarding how the project would be conducted. Urgency during that time had made initial decisions made to be oral and final. Moreover, this kind of interpersonal skill dominated in cases where the project managers had to make vital decisions in deploying resources based on urgency. For example, a decision had been made that the sponsor of this project employ one of their two pre-qualified contractors. He had the role of supplying, scaffolding, erecting and calling off smaller work contractors handling this project.
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Interpersonal Skill #2 Leadership
The temporary rail project demanded that project leaders be good leaders. This is because of the many responsibilities that they had concerning this project. For instance, the project manager needed to work closely with the resource and stakeholder manager to realize success. Many of their leadership roles were complementary, and it would not be a good idea to work as an individual. The many meetings they held were an indication that it was important to merge for the coordination and management of the project (Larson & Gray, 2015) .
Interpersonal Skill#3 Motivation
When the rail project was taking place, leaders had taken it upon themselves to motivate the staff as a way of giving them morale. This kind of motivation had been sustained for some time, and the project performance was appealing (Turner, 2014) . This kind of interpersonal skill from the leaders had created a good rapport between them and those working. Moreover, several people who were interviewed about this project had admitted that the project management team had made their job satisfying and stimulating.
Interpersonal Skill#4 Team Building
Project managers heading this project had demonstrated this kind of skill by being able to bring all people in the project together. Cooperation between all parties had been achieved. For instance, individuals in the Network Rail, Northern Rail, contractors, and sub-contractors had all managed to work together in harmony (White- Hunt & Wearne, 2014) . Their managerial and leadership skills in this sector had remained exceptional. As a result, there was better performance and simplification of various processes in this project.
Interpersonal Skill#5 Communication
Communication had taken center stage in the final phase of the temporary rail station project (Larson & Gray, 2015) . This is because the leaders on the top management were able to coordinate all the activities taking place even in cases of urgency. Effective communication procedures had been put in place and they, in turn, helped establish harmony among the employees. Moreover, consultants and contractors had managed to work effectively with the supervision of the manager who offered assistance when problems arose.
Conclusion
The temporary rail project case exhibits project managers who were relentless in ensuring that the project became a success. The unexpectedness and urgency of work had made them develop their skills in management. Some of these interpersonal skills such as communication, decision-making, team building, motivation, and leadership made them achieve success in the project. Moreover, ways to get resources and to manage their use had been invented.
References
White-Hunt, K., & Wearne, S. H. (2014). Managing the Urgent and Unexpected . Ashgate Publishing Group.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge: PMBOK (®) Guide. Project Management Institute.
Turner, J. R. (2014). Handbook of project-based management (Vol. 92). New York, NY: McGraw-hill.
