Question: Are there specific personality traits that make a project manager more or less successful? What are some of those traits, and can they be learned?
Leadership is too complex to reduce to a simple recipe, but there are personality characteristics that are associated with successful leadership. Some of these pertain to all forms of leadership, while others apply especially well to project management.
Let's look first at general leadership traits. Studies of great leaders show common characteristics, some obvious and some less so. Among the more apparent: Leaders rate above average in intelligence, courage, initiative and creativity. They tend to be extroverted, verbally adept and in possession of an internal locus of control.
This last is worth mentioning in more detail. “Locus of control” measures the extent to which people feel in charge of their own destiny. “External” people see themselves as actors in some-one else's play, as pawns or even as victims. They tend to avoid responsibility and blame others for their own failures.
Their opposites have what's called an “internal locus,” and it may be the one universal characteristic of successful leaders. “Internals” believe that they write their own scripts, that their own actions determine their success or failure. They think long term, postpone gratification and show initiative. Internals are more likely to ask for forgiveness than permission.
A few leadership traits are quirkier. Height is one. Leaders tend to be taller than non-leaders. And birth-order is similar: First-born children are much more likely to be leaders than are their siblings. Even the way you were raised is a good predictor of leadership success. If your parents were too strict or too permissive, you are less likely to lead than someone raised in a more moderate style.
While these last traits are impossible to change, they also point out the contradictions in leadership studies. We all know exceptions to these rules—the introverted leader, or the leader who lacks integrity. Remember, these traits are just tendencies, and contradictions abound—maybe Napoleon never knew he was too short to conquer Europe.
Now, on to project management. All the general personality traits apply, but there are others particularly pertinent to project leadership. Tom Peters says that project success is determined by how well leaders master the “eight paradoxes of project management,” for example, “all ego/no ego.” Project managers must have a strong enough ego to lead diverse teams toward their goals yet possess enough humility to accept that they have tightly limited authority over their project teams and resources. Another paradox: “autocrat/delega-tor.” Project managers must be forceful and uncompromising advocates of their project while relying on softer skills like compromise, persuasion and empowerment.
In the newest edition of his classic text Project Management, David Cleland, Ph.D., PMI Fellow, lists traits essential to project success. These include the ability to think conceptually, because no project exists in full form until the very end; a sense of optimism, because the project is guaranteed to go through highs and lows; a tough skin, because those guaranteed lows will bring guaranteed criticism; and risk acceptance, because exceptional risk attaches to anything which has not been done before.
Can these traits be learned? As an educator in project management, I certainly hope so. But there is scant evidence they can be taught. Rather, they can be developed, through careful observation, reflection and practice. The place to start is knowing which traits are important, followed by a sincere assessment of one's own strengths and weaknesses. With the knowledge of what is important and where we stand, we can then be prepared to move forward.
Answer: Leaders tend to be extroverted, verbally adept and in possession of an internal locus of control. Exceptional project managers possess the ability to think conceptually, exude a sense of optimism, exhibit a tough skin and accept associated leadership risks. With a focus on self-improvement, these characteristics can be developed.
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Bud Baker, Ph.D., teaches at Wright State University, Dayton, Ohio, USA, where he heads the MBA concentration in project management. He is a regular contributor sto PM Network and Project Management journal and is a member of the PMJ Editorial Review Board.
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PM NETWORK | DECEMBER 2002 | www.pmi.org