Leading with Limited or No Direct Authority

How do we lead with limited or no direct authority? Ferraro (p. 6) states the "personal effectiveness" (emotional intelligence), project management skills, and intuition are major factors that help people lead.

Ferraro (p. 8) tells us one way a project manager can overcome a lack of direct authority is to create a favorable environment for "customers and team members." He states a way to create a positive environment is to ask "How can I help?" Helping everyone involved on a project does not require direct authority. Ferraro states people want help. I suggest by helping others you build what Stephen Covey calls an emotional bank account. You build an "I owe you" feeling towards the project manage. This account can be used later one when the PM needs assistance because of their lack of the direct authority.

Ferraro (p. 9) states that a project manager cannot wait for clear authority, and must change the corporate culture to support project managers. I try to change the culture of those involved in my project first, and then lobby my sponsors for direct authority.

A project leader must use developed soft skills, and values to "effectively unit a lead a group of people over whom they have minimal authority ( (Ferraro, p 101). A project manager must not only use their skills with their project team but customers as well.

Morgan and Youngdahl, (p. 5) support the need for project managers to leader using soft skills by saying projects must be lead by leaders who have "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 projects for their project 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."

A project leader must serve the wants, and needs of others (Ferraro, p. 114). Ferraro (p. 112) state's project managers must not think of themselves as managers, which implies direct authority, but must think of themselves as leaders, and embrace the fact they will have limited or no direct authority. So step back, observe your environment, and find a way to get the job done.

Ferraro, J. (2008). The Strategic Project Leader. Mastering Service-Based Project Leadership. Boca Raton: FL. Taylor & Francis Group.