For project managers
an inquiry into the delicate art and science of influencing others
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.