If you ask 100 project managers you will get 100 different answers to the question “What are some of the characteristics of a proper project leader?”
Ferraro (p. 6) writes about the accountability a project manager (PM) faces and the importance of PMs "personal effectiveness" (emotional intelligence), project management skills, and intuition as being keys to PM success.
Many PMs have little or no directly authority. Ferraro (p. 8) tells us one way a PM can overcome a lack of direct authority is to create an affirmative climate for "customers and team members." He states a way to create a positive environment is to ask, "How can I help?" Helping customers (everyone involved on a project) does not require a direct authority. Ferraro states people want help but do not ask for it. By helping others you build what Stephen Covey calls an “emotional bank account." This account gives the other person a feeling, of "I owe the person who helped me" feeling. A PM can use this position when they do not have direct authority.
Ferraro (p. 9) suggests that a project manager cannot wait for direct authority, and must change the corporate culture to support project managers. I suggest changing the culture of the team first, and then lobby sponsors or upper management for more direct authority.
A project leader must use developed soft skills, and values to "effectively unite and lead a group of people over whom they have minimal authority ( (Ferraro, p 101). A PM must use their flexible skills not only with their team, but anyone they come in contact with. Morgan and Youngdahl, (p. 5) support the need for project managers to lead using soft skills. They say projects must be led by a person who has "an ability to influence and motivate without formal authority." Youngdahl and Moran's model of leading global projects (p. 6) list three elements a project manager must be able to bring to their project for it to be successful.
• "The ability to influence without authority across cultures and functions."
• "The ability to create project value and strategic alignment."
• "The ability to develop and share the project vision."
In the end, I believe a project leader must serve the wants, and needs of others. Ferraro (p. 112) states a PM must not think of themselves as a manager, which implies direct authority. They must think of themselves as leaders.
Ferraro, J. (2008). The Strategic Project Leader. Mastering Service-Based Project Leadership. Boca Raton: FL. Taylor & Francis Group.
Moran, R. & Youngdahl, W. (2008). Leading Global Projects. For Professional and Accidental Project Leaders. Burlington: MA. Butterworth-Heinemann.
