An Assessment of Influence Tactics Used by Project Managers

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Project managers must be able to effectively influence the behavior of their team members. This article describes a study that examined 19 tactics that project managers can use to influence their team members. The data for this study come from an analysis of the self-reported questionnaires from 616 project managers. An examination of the data suggests that the influence tactics can be grouped into high, moderate, and low frequency-of-use categories. The focus of this report is on the high- and low-use influence tactics. The more frequently used tactics are based on rational reasoning, consultation, and inspirational appeals. The less frequently used influence tactics are associated with assertiveness and sanctions. Evaluations of the data show relatively minor differences due to the gender and experience level of the project managers. The article discusses several managerial implications regarding when and how to use these influence tactics.