For project managers

an inquiry into the delicate art and science of influencing others

Article Leadership, Stakeholder Engagement March 1990

Project Management Journal

Pitts, Carl E.

How to cite this article:

Pitts, C. E. (1990). For project managers: an inquiry into the delicate art and science of influencing others. Project Management Journal, 21(1), 21–23, 42.
Truly successful project managers are both masters of technical skills and masters in soft skills. This paper looks beyond a project manager's technical acumen to discuss the vital skill--the science and the art--of influencing others and the impact that this skill has on selling projects and leading teams. In doing so, it details seven types of power--coercive, connection, expert, information, legitimate, referent, reward--that were studied in a survey assessing why and how individuals respond to the influence of others, a survey that involved 146 individuals who were either project managers or professionals involved in projects. It then analyzes the findings, identifying the rank of each power type in relation to influencing others and explaining these findings in relation to managing project teams and performing the project manager's project responsibilities.
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