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Construction Project Management: Leadership and Motivation for the Project Team (#7 in the Hut Project Management for Construction)
By Chris Hendrickson

The project manager, in the broadest sense of the term, is the most important person for the success or failure of a project. The project manager is responsible for planning, organizing and controlling the project. In turn, the project manager receives authority from the management of the organization to mobilize the necessary resources to complete a project.

The project manager must be able to exert interpersonal influence in order to lead the project team. The project manager often gains the support of his/her team through a combination of the following:

  • Formal authority resulting from an official capacity which is empowered to issue orders.
  • Reward and/or penalty power resulting from his/her capacity to dispense directly or indirectly valued organization rewards or penalties.
  • Expert power when the project manager is perceived as possessing special knowledge or expertise for the job.
  • Attractive power because the project manager has a personality or other characteristics to convince others.

In a matrix organization, the members of the functional departments may be accustomed to a single reporting line in a hierarchical structure, but the project manager coordinates the activities of the team members drawn from functional departments. The functional structure within the matrix organization is responsible for priorities, coordination, administration and final decisions pertaining to project implementation. Thus, there are potential conflicts between functional divisions and project teams. The project manager must be given the responsibility and authority to resolve various conflicts such that the established project policy and quality standards will not be jeopardized. When contending issues of a more fundamental nature are developed, they must be brought to the attention of a high level in the management and be resolved expeditiously.

In general, the project manager’s authority must be clearly documented as well as defined, particularly in a matrix organization where the functional division managers often retain certain authority over the personnel temporarily assigned to a project. The following principles should be observed:

  • The interface between the project manager and the functional division managers should be kept as simple as possible.
  • The project manager must gain control over those elements of the project which may overlap with functional division managers.
  • The project manager should encourage problem solving rather than role playing of team members drawn from various functional divisions.

Next in the Hut Project Management for Construction:

Interpersonal Behavior in Project Organizations

Previously in the Hut Project Management for Construction:

Professional Construction Management

Chris Hendrickson is the Duquesne Light Company Professor of Engineering and Co-Director of the Green Design Institute at Carnegie Mellon University. His research, teaching and consulting are in the general area of engineering planning and management, including design for the environment, project management, transportation systems, finance and computer applications. Prof. Hendrickson is a Distinguished Member of the American Society of Civil Engineering, an Emeritus Member of the Transportation Research Board and a Fellow of the American Association for the Advancement of Science. Hendrickson is also the recipient of many professional awards.

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