Sometimes called personal power, this power arises from the project manager's warm and likable personality, which attracts others.
Give and take Compromise Tradeoffs Making a deal.
This power results from the respect and admiration the project manager earns based on past experiences with the team, reflecting the manager's credibility in the organization.
This leadership inspires and motivates the project team to achieve project goals, encourages innovation, and fosters ambition among team members.
A project manager’s favorite part of the project.
This leadership type combines elements of transactional, transformational, and charismatic leadership The leader encourages action, inspires enthusiasm for the project, and holds the team accountable for results.
The amount of funds the project has to spend.
One of the best ways to engage the team, customers, and stakeholders is through this activity.
Predictive projects don’t want this, while agile projects welcome this.
Projects are dynamic with circumstances changing Project managers need this to respond to evolving conditions.
It’s been said that projects fail here and not at the end.
This includes identifying the objectives, stakeholders involved, the project charter, and overall feasibility.
Uncertain events that are positive or negative.
Management of this concept is part of lessons learned and relying on past information to manage the current situation.
This power empowers the project manager to provide incentives or rewards to motivate the project team.
This listening type is a communication technique where the recipient of a message restates what has been said to ensure a complete understanding and allows the sender to clarify the message if necessary.