When it comes to working on a project, it is essential to have a strong and dedicated team
of individuals to ensure its success. However, not everyone on the team may fulfill their roles
effectively, and some may even exhibit behaviors that can either support or hinder the project's
progress. These behaviors fall into two categories: supportive and destructive roles. For the
project to be successful, the project manager must be aware of these functions and handle them
appropriately.
Supportive roles refer to those individuals who actively contribute to the project's
progress and success (Trinkenreich, et al., 2020). They take initiative, are open to taking on new
duties, and go above and beyond what is required of them to make the project successful. Their
positive attitude, effective communication, and teamwork play a significant role in motivating
and inspiring other team members to work together toward a common goal.
On the other hand, destructive roles refer to individuals whose attitudes, behaviors, and
actions can negatively affect the project's progress (Abdulmuhsin, Zaker, & Asad, 2021). These
people frequently lack enthusiasm and dedication, have a pessimistic outlook on the project, and
may not work well with others on the team or successfully communicate with them. Their
actions may hinder the project's progress and cause delays, conflicts, and low team morale.
An example of a supportive role is that of a team motivator. A team motivator is someone
who encourages and inspires other team members to remain focused and motivated toward
achieving the project's goals. They energize the workplace, raise morale among the team, and
encourage cooperation. A team motivator frequently sets a good example and goes above and
beyond to make sure the team is inspired and dedicated to the project's success.
A project manager must also be aware of destructive roles to effectively manage them. An
example of a destructive role is that of a complainer. A complainer always has a negative attitude
towards the project and constantly complains about the workload, team dynamics, or external
factors (Briones‐Vozmediano et al., 2022). Their continual griping interferes with their own work
and demotivates the crew. Such individuals may also spread negativity and discord among other
team members and may hinder the project's progress.
As a project manager, I have seen both supportive and destructive roles unfold within a
team. In one instance, I had a team member who was a team motivator. The crew was continually
