How Power-Mad Leadership Hurts Teams
There are at least three main ways that this type of behavior affects projects:
1. Team spirit: Team morale is damaged by a leader who not only refuses to admit that he or she is making mistakes, but lashes out at those individuals who dare to disagree. This alienates team members and may even encourage them to not do their best work or quit. Because there is little or no real communication taking place within the team, a mutiny could be brewing and the project manager could be blindsided.
2. Misleading information: Stakeholders may be misled about a project's progress by this type of PM. While the PM may be managing the plan, he or she is disconnected from the team and may or may not be aware of the real progress (or lack thereof) that is being made. A successfully completed project that solves the wrong problem or no problem at all is not really successful.
3. Inappropriate roles: The project manager may take on roles that are not appropriate. The role of the PM is to create the project's vision and mission statement. The PM allocates resources, analyzes reports and data and tweaks the course of the project to keep it on target. Executive decisions must be made but the PM must also understand when it is necessary to delegate task responsibility to others and when to retain power. If the project manager tries to be team, stakeholder and PM because of a mistaken belief that he or she can do the job better than everyone else, a project is doomed to failure.
There are many other ways that such a managerial style can damage a project or a company. Disgruntled employees could bring lawsuits against the company for harassment or abuse. Losing skilled team members means spending time and money to replace and train new employees who may or may not have the same or superior skills as those former employees. Lost stakeholders result in untold financial losses to a company, and they may or may not be replaced by similar or more lucrative accounts.