Introduction

In project management, the relationships between power, authority, and interpersonal influences play a significant role in achieving project success. Project managers often possess delegated authority but limited formal power, requiring them to rely on interpersonal influences to get the job done. This article explores the various interpersonal influences and their significance in project management, considering the project’s organizational form and the balance of power between functional and project management.

Understanding Interpersonal Influences

Interpersonal influences are the means by which project managers gain support and cooperation from project personnel. There are five primary interpersonal influences identified in project management:

1. Legitimate power: Project managers gain support through their official empowerment to issue orders, leading to compliance from project personnel.
2. Reward power: Project managers gain support by being perceived as capable of dispensing valued organizational rewards, such as salary, promotion, bonuses, or future work assignments.
3. Penalty power: Project managers gain support by being perceived as capable of dispensing penalties that project personnel wish to avoid. Penalty power is often associated with reward power.
4. Expert power: Project managers gain support by being recognized for possessing special knowledge or expertise that is important to functional personnel.
5. Referent power: Project managers gain support because project personnel feel personally attracted to the project manager or the project itself.

The Role of Interpersonal Influences in Project Management

Project managers often rely on interpersonal influences due to their limited formal power. These influences play a crucial role in motivating and aligning project personnel towards project goals. The success of a project manager’s leadership style, characterized by developing bonds of trust, friendship, and respect, can greatly impact project outcomes.

Balancing Power and Authority

In project management, a rational balance of power between functional and project management is necessary for effective temporary management structures. However, achieving an equal balance of power is often challenging due to the unique nature of each project and the varying leadership abilities of project managers. Figure 5–7 illustrates the range of alternatives in different project organizational forms and the relative influence of functional and project management in decision-making.

Leadership Style and Success

Regardless of the level of authority and power a project manager possesses, their leadership style ultimately determines their ability to accomplish project goals. Developing strong relationships based on trust, friendship, and respect with functional workers can enhance project success. By effectively leveraging interpersonal influences, project managers can foster a collaborative and motivated project team.

Conclusion

Interpersonal influences, such as legitimate power, reward power, penalty power, expert power, and referent power, significantly impact project management. Project managers often rely on these influences to compensate for their limited formal power. Balancing power and authority between functional and project management is a continuous challenge. By focusing on building strong relationships and exhibiting effective leadership, project managers can harness interpersonal influences to drive project success.