Project Manager Role

Question 1

charismatic leadership

Answer 1

The leader is motivating, has high-energy, 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 2

avoiding power

Answer 2

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

Question 3

expert power

Answer 3

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 4

ingratiating power

Answer 4

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

Question 5

informational power

Answer 5

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

Question 6

interactional leadership

Answer 6

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 7

guilt-based power

Answer 7

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

Question 8

leadership

Answer 8

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 9

laissez-faire leadership

Answer 9

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 10

personal or charismatic power

Answer 10

The project manager has a warm personality that others like.

Question 11

pressure-based power

Answer 11

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

Question 12

PMI Talent Triangle

Answer 12

The PMI Talent Triangle includes technical project management, leadership, and strategic and business management.

Question 13

positional power

Answer 13

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 14

punitive or coercive power

Answer 14

The project manager can punish the project team.

Question 15

referent power

Answer 15

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 16

reward power

Answer 16

The project manager can reward the project team.

Question 17

servant leadership

Answer 17

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 18

situational power

Answer 18

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

Question 19

transactional leadership

Answer 19

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 20

transformational leadership

Answer 20

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.