Chapter 3 Manager role Flashcards
The PM refuses to act, get involved or make decisions.
Avoiding power
The leader is motivating m has high-energy and inspires the team through strong convictions about what’s possible and what the team can achive
Charismatic leadership
the PM has deep skills and experience in a discipline
expert power
The PM aims to gain favor with the project team and stakeholders through flattery.
ingratiating power
the individual has power and control of the data and distribution of information
informational power
the leader is a hybrid of transactional, transformational and charismatic leaders. This leader wants the team to act, is excited and inspired about the project work yet still holds the team accountable for their results.
interactional leadership
the PM can make the team and stakeholders feel guilty to gain compliance in the project
guilt-based power
the leader takes a hands-off approach to the project
laissez-faire leadership
Utilizes positional power to maintain, administrate, control and focus on getting things done without challenging the status quo of the project and organization
management
the PM can restrict choices to get the project team to perform and do the project work
pressure-based power
This PM power is because of the positions they have as the PM
positional power
Earned after the PMP to maintain PMP Certification
Professional development units (PDU’s)
the role of leading the project team and managing the project resources to effectively achieve the objectives of the project
project manager
the PM can punish the project team
punitive or coercive power
the PM is respected or admired because of the teams past experiences with the PM
referent power
