Autocratic or Participative Project Manager: Which Type Are You?
There are as many types of project managers as there are projects, so any attempt to create the ultimate classification of project managers would equal chasing rainbows. However, since a project manager is essentially a manager, I’ll talk about the two main types of project managers classified according to the style of management they are adopting: autocratic and participative.
Autocratic Project Managers
Autocratic management strictly means the manager makes all the decisions, without involving the team members. But such a project manager would obviously be a bad project manager – imagine planning a project without involving the team, estimating the duration of tasks without the team’s input, making all decisions without considering the team. So by autocratic project manager, I mean a project manager with a tendency towards autocracy, not autocratic in the purest sense of the word.
You can think of this kind of project manager as the traditional manager – not the “whip in hand” manager, but one who makes most decisions unilaterally, with minor input from the project team. Such a project manager is able to make quick decisions and, if he or she is technically competent and experienced, those can be good decisions. When you have a newly formed team, unwilling to express their opinions or give their input, an experienced project manager with an autocratic tendency may be what the team needs. Also, in a crisis requiring swift decisions, an autocratic project manager is what it takes. Nevertheless, such project manager imposes authority rather than solves problems through negotiation with the team, and on the long term, the project may suffer from poor team coherence. (more…)
When rare and extreme events never observed before occur, they have major consequences and sometimes even global impact. World War I, AIDS, 9/11, but also the advent of Internet are all black swans, or extremely rare, unprecedented events with inconceivable consequences. The term black swan was coined by the philosophical essayist Nassim Nicholas Taleb in the book The Black Swan: The Impact of the Highly Improbable. Taleb uses the term black swan to refer to extremely rare, very difficult to predict, and massive-impact events. Zooming into the realm of project management, when negative black swans (unconceivable risks, extremely unpredictable, and improbable) occur, they lead projects to failure.