Project Management Authority Earned, Not

Project Management

Authority earned, not given

Dan Vickers and Curt Finch commence their work at the premise that, for a team to succeed in its collective efforts, it is necessary for the manager to be respected. But gaining the respect of the peers and subalterns is often a difficult task and cannot be simply "assigned like a task" (Vickers and Finch). In other words, the leader has to be a person who is able to listen and motivate; who inspires and represents an example for the team members. This is the only way in which the team would succeed.

"Project leadership requires a humble, yet assertive persona, capable of taking charge when needed and delegating authority wherever possible. A project manager must develop their own skills and lead with principles" (Vickers and Finch).

But becoming such a manager is often a complex task, supported nevertheless by practical recommendations. In other words, the specialized literature is filled with recommendations on how individuals can improve their managerial and leadership style. And the article by Dan Vickers and Curt Finch is one of these sources of information. In this line of thoughts, the two authors argue that it is necessary for a project manager to increase their circle of influence so that they can better lead the subalterns. This strengthening of the circle of influence -- according to Vickers and Finch - is to be attained through the following:

Delegating work

Maintaining morals

Communicating in an effective manner

Focusing on personal development

Leading by example.

The delegation of work implies the manager's knowledge of team strengths and weaknesses. Adequate delegation can as such lead to organizational efficiencies. But in delegating, the project manager has to ensure that adherent responsibilities are delegated to people capable of handling them. In this sense, the two authors argue that the project manager should first assign small tasks and test the responses of the team members. P.J. Smith (2007) argues that there is also a new dimension of delegating work, specifically the ability to motivate people. The researcher as such believes that when people are presented with more responsibilities, they feel trusted and will strive to increase their performances, to as such generate larger benefits for the group.

Aside form this, Vickers and Finch state that the good project leader has to behave in a highly moral and ethical manner; has to communicate with the staff members, to develop himself and to lead by power of example. This is the only way in which he would get the respect of others. Staffs are unlikely to follow a leader who verbally militates for one thing, but whose actions say otherwise.

The article by the two authors is practically useful for the becoming project manager or for the manager who seeks to improve himself. A shortage which is nevertheless observed is represented by the restricted emphasis on the relationship with the subalterns. In this order of ideas, Steven Flannes and Ginger Levin (2005) argue that people skills are essential in succeeding as a project manager.