Project Manager Role Flashcards
charismatic leadership
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.
avoiding power
The project manager refuses to act, get involved, or make decisions.
expert power
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).
ingratiating power
The project manager aims to gain favor with the project team and stakeholders through flattery.
informational power
The individual has power and control of the data gathering and distribution of information.
interactional leadership
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.
guilt-based power
The project manager can make the team and stakeholders feel guilty to gain compliance in the project.
leadership
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.
laissez-faire leadership
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.
personal or charismatic power
The project manager has a warm personality that others like.
pressure-based power
The project manager can restrict choices to get the project team to perform and do the project work
PMI Talent Triangle
The PMI Talent Triangle includes technical project management, leadership, and strategic and business management.
positional power
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.
punitive or coercive power
The project manager can punish the project team.
referent power
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.
reward power
The project manager can reward the project team.
servant leadership
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.
situational power
The project manager has power because of certain situations in the organization
transactional leadership
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
transformational leadership
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.
