Understanding Power Dynamics in Project Management Teams

PROJ6006: Organizational Behavior and People Management Discussion 1 Module 2: Shared Reflection/Discussions topic Discussion 2 Module 3: Shared Reflection/Discussion topic 1

Contents Introduction ............................................................................................................................................... 3 Discussion 1 Module 2: Shared Reflection/Discussions topic ................................................................. 3 Conclusion ................................................................................................................................................... 4 Appendices ................................................................................................................................................. 6 2

Introduction Understanding the several sorts of power a project manager may utilize when building and managing a project team is essential in the Management of Effective Projects. Technical, interpersonal, and conceptual abilities are necessary for project managers to understand problems, interact with team members, and maximize performance. This assignment aims to reflect on modules 2, which focus on the power used by managers and the management of cross- functional teams. Discussion 1 Module 2: Shared Reflection/Discussions topic Empowerment is making someone more confident in their abilities, leading to more drive, productivity, and success. It involves changing internal ideas or self-efficacy, which increases the ability to make things happen and makes it more likely that the desired outcomes will produce ( Liu & Fang, 2006, p. 500) . There are five types of power discussed by SHENOY that managers use and have a more significant impact on the team. Positive power  Reward power It is the ability to provide desired, increasing comfort or decreasing discomfort. Project managers possess authority over the financial resources and discretion to allocate incentives. This approach ensures that everyone benefits from collective effort and promotes a positive work environment (Shenoy, 2013).  Referent power A project manager can significantly impact the team's devotion to and desire to imitate influential people by mentioning a lunch meeting with them. This trust and good words from an influential person in the company make the team admire and want to emulate the manager (Shenoy, 2013). Negative Power Punishment power It additionally appears in terms of coercive power, seeks obedience, and could have unfavorable effects. It includes a warning of danger if no change is made (Shenoy, 2013). Referent power is a powerful leadership style that can lead to high motivation and Commitment from followers. A project manager can use this power to build trust and rapport with their team 3

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members, appeal to their values, and gain Commitment to the project vision. Referent power plays a vital role in adjusting the power gap through the shifting behaviors of the project manager to and from power-sharing and buildup. A study found that professionals in China pay more attention to the referent power of project managers than positional power ( Liu & Fang, 2006, p. 505) . Using more than one source of influence for citing the firm's goals improves the quality of work, keeps the team motivated, leads to more power for employees, and builds credibility as a leader. It promotes Commitment, compliance, and resistance among employees (Harrod, 2022). The difference between "influence" and "manipulation" is clear. Influence is a neutral term that can influence others to take desired actions, either positively or negatively. It is not coerced or forced but rather a choice by the person influencing them. Manipulation, first used in 1827, refers to skillful actions to serve personal goals. The project managers manipulate the power dynamic in a project by using their authority, specifically to boost extrinsic motivation through empowerment and power-sharing. It occurs when a person is adversely motivated to undertake an act that is to his harm or when they are brain-washed to do so. Leaders should inspire their teams and subordinates to achieve their goals rather than being controlled (Sinha, 2022). Conclusion Project managers can use various types of power to impact their team's performance and improve the likelihood of project success. Referent power is considered more powerful and lead to high motivation and Commitment from followers. 4

References Harrod, T. (2022, May 18). Research Guides: Team Dynamics: Dealing with Power and Influence . Guides.himmelfarb.gwu.edu. https://guides.himmelfarb.gwu.edu/teamdynamics/dealing-with-power-and-influence Liu, A. M., & Fang, Z. (2006). A power‐based leadership approach to project management. Construction Management and Economics , 24 (5), 497-507. https://sci- hub.hkvisa.net/10.1080/01446190600567944 Shenoy, S. (2013, March 29). 14 Types of Power You Can Use as a Project Manager! Www.pmexamsmartnotes.com . https://www.pmexamsmartnotes.com/5-types-of-power- to-a-project-manager/ Sinha, R. (2022, January 26). Are You Being Influenced or Manipulated? Harvard Business Review. https://hbr.org/2022/01/are-you-being-influenced-or-manipulated 5

Appendices (Benetytė & Jatuliavičienė, 2013, p. 22). 6

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(Harrod, 2022) 7

PROJ6006 Organizational Behavior and People Management(2)

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