Traditionally, most managers focused their attention on their own company and business education was concerned on how to understand, make and execute decisions within an organization. Project managers must now be leaders who embrace the complexity of doing business today. They have to be decisive despite uncertainty, and foster the commitment of their employees, partners and other stakeholders to the best course of action moving forward.
Leigh Branham, author of The 7 Hidden Reasons Employees Leave, says that about 90 percent of departing employees leave because of issues with their 'job, manager, culture or work environment.' "Managers misrepresent pay deals, hours aren't as promised, and training or promotions don't come through. At their root, these complaints mean expectations aren't met," Branham says.
Today’s challenges: Day-to-day operations are in many venues, and the project manager may have to juggle the office staff, the parent organization and repeat contractors, as well as supervisors with a vested interest in the project who may be outsourced or contracted staff—geographically disbursed. Who holds the authority? What characteristics of a project manager will help him to deal with these challenges? The project manager needs the knowledge of human behavior for interpersonal skills, and the ability to negotiate and persuade others in order to inspire and lead. He should be a lifetime student of sociology.