3 Manager Role

Question 1

Active listening

Answer 1

The message receiver restates what’s
been said to fully understand and confirm
the message and it provides an
opportunity for the sender to clarify the
message if needed.

Question 2

Active problem solving

Answer 2

Active problem solving begins with
problem definition. Problem definition is
the ability to discern between the cause
and effect of the problem. Root-cause
analysis looks beyond the immediate
symptoms to the cause of the
symptoms—which then affords
opportunities for solutions.

Question 3

Avoiding power

Answer 3

The project manager refuses to act, get
involved, or make decisions.

Question 4

Charismatic leadership

Answer 4

The leader is motivating, has highenergy, and inspires the team through strong convictions about what’s possible and what the team can achieve. Positive thinking and a can-do mentality are
characteristics of a charismatic leader.

Question 5

Expert power

Answer 5

The project manager has deep skills and
experience in a discipline (for example,
years of working in IT helps an IT project
manager better manage IT projects).

Question 6

Ingratiating power

Answer 6

The project manager aims to gain favor
with the project team and stakeholders
through flattery.

Question 7

Informational power

Answer 7

The individual has power and control of
the data gathering and distribution of
information.

Question 8

Interactional leadership

Answer 8

The leader is a hybrid of transactional,
transformational, and charismatic
leaders. The interactional leader wants
the team to act, is excited and inspired
about the project work, yet still holds the
team accountable for their results.

Question 9

Guilt-based power

Answer 9

The project manager can make the team
and stakeholders feel guilty to gain
compliance in the project.

Question 10

Leadership

Answer 10

Leadership is about aligning, motivating,
and inspiring the project team members
to do the right thing, build trust, think
creatively, and to challenge the status
quo.

Question 11

Laissez-faire leadership

Answer 11

The leader takes a “hands-off” approach
to the project. This means the project
team makes decisions, takes initiative in
the actions, and creates goals. While this
approach can provide autonomy, it can
make the leader appear absent when it
comes to project decisions.

Question 12

Management

Answer 12

Management utilizes positional power to
maintain, administrate, control, and focus
on getting things done without
challenging the status quo of the project
and organization.

Question 13

Media selection

Answer 13

Based on the audience and the message
being sent, the media should be in
alignment with the message.

Question 14

Meeting management

Answer 14

Meetings are forms of communication.
How the meeting is led, managed, and
controlled all influence the message
being delivered. Agendas, minutes, and
order are mandatory for effective
communications within a meeting.

Question 15

Personal or charismatic power

Answer 15

The project manager has a warm
personality that others like.

Question 16

presentation

Answer 16

In formal presentations, the presenter’s
oral and body language, visual aids, and
handouts all influence the message being
delivered.

Question 17

pressure-based power

Answer 17

The project manager can restrict choices
to get the project team to perform and do
the project work.

Question 18

PMI Talent Triangle

Answer 18

Defines three areas of PDUs for PMI
certified professionals to maintain their
certification. The PMI Talent Triangle
includes technical project management,
leadership, and strategic and business
management.

Question 19

positional power

Answer 19

The project manager’s power is because
of the position she has as the project
manager. This is also known as formal,
authoritative, and legitimate power.

Question 20

Professional Development Units (PDUs)

Answer 20

PDUs are earned after the PMP to
maintain the PMP certification. PMPs are
required to earn 60 PDUs per three-year
certification cycle. Of the 60 PDUs, a
minimum of 35 hours must come from
educational opportunities.

Question 21

project manager

Answer 21

The role of leading the project team and
managing the project resources to
effectively achieve the objectives of the
project.

Question 22

punitive or coercive power

Answer 22

The project manager can punish the
project team.

Question 23

referent power

Answer 23

The project manager is respected or
admired because of the team’s past
experiences with the project manager.
This is about the project manager’s
credibility in the organization.

Question 24

reward power

Answer 24

The project manager can reward the
project team.

Question 25

sender-receiver models

Answer 25

Communication requires a sender and a
receiver. Within this model may be
multiple avenues to complete the flow of
communication, but barriers to effective
communication may be present as well.

Question 26

servant leadership

Answer 26

The leader puts others first and focuses
on the needs of the people he serves.
Servant leaders provide opportunity for
growth, education, autonomy within the
project, and the well-being of others. The
primary focus of servant leadership is
service to others.

Question 27

situational power

Answer 27

The project manager has power because
of certain situations in the organization.

Question 28

style

Answer 28

The tone, structure, and formality of the
message being sent should be in
alignment with the audience and the
content of the message.

Question 29

transactional leadership

Answer 29

The leader emphasizes the goals of the
project and rewards and disincentives for
the project team. This is sometimes
called management by exception as it’s
the exception that is reward or punished.

Question 30

transformational leadership

Answer 30

The leader inspires and motivates the
project team to achieve the project goals.
Transformational leaders aim to empower
the project team to act, be innovative in
the project work, and accomplish through
ambition.