Influence Currencies in Project Management Team Structures
This paper examines how project managers apply different types of influence currencies depending on their team structure. It contrasts the functional matrix environment — where formal authority and positional currencies dominate — with the dedicated project team, where personal, inspirational, and task-related currencies carry greater weight. Drawing on the Cohen-Bradford Influence Model and Larson and Gray's project management framework, the paper also presents a personal case study in which relationship-based and inspirational currencies failed to secure a co-worker's cooperation, and task-related currencies — including technical assistance, information sharing, and organizational support — are identified as the more effective alternative.
- Introduction: Influence in Project Management Contexts: Contrasts influence approaches in matrix vs. dedicated teams
- Influence Currencies Across Team Structures: Maps currency types to functional matrix and dedicated teams
- A Personal Case Study: Struggling to Gain Cooperation: Personal, relational currencies fail with uncooperative co-worker
- Applying Task-Related Currency to Build Cooperation: Task currency identified as key to rebuilding cooperation
- Conclusion: Matching Currency to Context: Action plan to provide technical support and win cooperation
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What makes this paper effective
- It grounds abstract management theory (the Cohen-Bradford Influence Model) in a concrete, first-person workplace scenario, making the concepts immediately relatable.
- It clearly distinguishes between team structures — functional matrix versus dedicated team — and logically maps different currency types onto each, demonstrating applied critical thinking.
- The self-reflective case study section shows intellectual honesty: the writer acknowledges what has not worked and explains why, then proposes a reasoned corrective strategy.
Key academic technique demonstrated
The paper demonstrates applied framework analysis — taking a named theoretical model (Cohen-Bradford) and systematically testing each of its currency categories against two organizational contexts and one personal scenario. This technique bridges conceptual knowledge and practical application, a core skill in business and management writing.
Structure breakdown
The paper is divided into two numbered response sections. The first compares influence currency effectiveness across functional matrix and dedicated project team structures. The second narrates a personal workplace challenge, diagnoses why certain currencies failed, and proposes a task-currency-based solution. Both sections cite the same theoretical sources, creating internal coherence. The paper closes with a forward-looking action plan rather than a summary, reinforcing its applied focus.
Introduction: Influence in Project Management Contexts
In a functional matrix, a project manager must juggle the competing demands of multiple stakeholders who may have divergent objectives. In this context, the project manager relies heavily on formal authority and written rules to ensure that the project stays on track. By contrast, a project manager of a dedicated team enjoys considerable latitude in how the project is run. This freedom allows the project manager to take a more personalized approach to influencing team members, using methods such as one-on-one coaching or informal reward systems.
The dedicated project team is also usually more cohesive and loyal than a functional matrix, which gives the project manager additional leeway in deciding how to best achieve objectives. The team manager may use a process of reciprocity and exchange in either situation — but other currencies, such as those that are inspiration-related, will likely have more impact on a dedicated project team because they are associated with finding meaning in one's work (Cohen-Bradford Influence Model, 2022).
Influence Currencies Across Team Structures
The dedicated team project manager might also find task-related influence currencies useful in challenging team members to embrace a certain role or objective. Team members are likely to be driven by the idea of accepting a challenge, so this form of influence can work well in the dedicated arena. Position-related currencies are likely to be more helpful in a functional matrix, as that environment relies more heavily on structures and formal roles.
Relationship-related currencies may be helpful in both settings, depending on the individuals — those who wish to belong will find this type of influence strongly affecting. Personal-related currencies will most likely be powerful on a dedicated project team, as interactions occur on a personal level more consistently. Understanding which currency best fits the team structure is a foundational skill for any effective project manager.
A Personal Case Study: Struggling to Gain Cooperation
In any working relationship, it is important to be aware of the different types of influence currency being exchanged. In a relationship with a co-worker where I have been having trouble gaining cooperation, I have been exchanging mainly personal and relationship-related currencies. This includes things like favors, flattery, and personal connections — giving emotional support, expressing appreciation and solidarity, offering friendship, and allowing others to have ownership and influence (Larson & Gray, 2017).
I have said pleasant things like, "Good morning — love that sweater!" and have tried to ask questions like, "How's the family? Are you going to see the new movie this weekend?" But I rarely get much feedback or response. It is almost as though my co-worker simply would rather not engage with these types of questions from me. As a result, personal influence currency has not been effective in gaining the cooperation I need.
I also tried inspiration-related currencies — promoting ethics, vision, and excellence, often emphasizing standards and showing that things should be done really well — but this has not helped either. No matter how friendly, emotionally supportive, or inspirational I am, it has no effect. My co-worker remains uncooperative. As Ballantyne (2003) points out, however, relationships are about finding out what works and building cooperation on that working foundation.
One reason I believe personal influence currency has been ineffective is that the other person values task currency more highly. Task currency refers to resources, assistance, cooperation, and information. Examples of how resources might be used include lending money or providing a budget increase. Assistance would include helping with an existing task or taking on a task that neither of us wants to handle. Cooperation would include giving task support, responding more quickly, or aiding in the implementation of a task. Information would include sharing organizational knowledge and technical expertise to support task completion (Larson & Gray, 2017).
Conclusion: Matching Currency to Context
By taking these steps, I believe I can provide effective technical support and assistance to my co-worker and win the cooperation I desire, making our working relationship stronger. The broader lesson is that both project managers and individual contributors must diagnose which influence currencies resonate with the people they work with, rather than defaulting to the currencies they find most natural to use. Whether operating in a functional matrix or on a dedicated project team, matching the right currency to the right context — and to the right person — is what ultimately drives successful collaboration.
References
Ballantyne, D. (2003). A relationship-mediated theory of internal marketing. European Journal of Marketing.
Cohen-Bradford Influence Model. (2022). Retrieved from https://www.pm4dev.com/resources/documents-and-articles/102-influencing-without-authority-surinder-lamba/file.html
Larson, E., & Gray, C. (2017). Project Management: The Managerial Process (7th ed.). McGraw Hill.
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