Leadership in Projects: Beyond Authority and Titles

When I first moved from engineering into project management, one thing became clear quickly—projects are not like day-to-day operations. In operations, roles are fixed, responsibilities are clear, and the same people work together regularly. Projects are different. Suddenly, you’re dealing with contractors, cross-functional teams, and stakeholders who might rarely interact with each other. The stakes are usually higher, and the pressure is real.

In this environment, leadership matters more than authority.

Table of Contents

• Leadership vs. Authority

• Leadership Comes From Everyone

• Adapting Your Style

• Practical Ways I Try to Lead

• Character Counts

• Final Thought

Leadership vs. Authority

I’ve seen situations where someone had the authority—the title, the responsibility—but the team still wasn’t aligned. Authority can get people into the room, but it doesn’t guarantee buy-in. What actually moves the project forward is leadership: the ability to motivate, inspire, and bring people together toward a shared outcome.

For me, the breakthrough came when I realized I didn’t have to rely only on my role. By showing empathy, listening carefully, and helping people connect their own goals to the project’s goals, I gained influence that no official document could give me.

Leadership Comes From Everyone

One thing I’ve noticed in high-performing projects is that leadership doesn’t just come from the project manager. A sponsor sets priorities. A technical lead facilitates discussions. A team member suggests a practical workaround. When everyone steps in and contributes their part, the project moves forward more smoothly.

In fact, some of the best project moments I’ve been part of happened when leadership was shared—not controlled.

Adapting Your Style

There isn’t one leadership style that works all the time. I’ve had projects where I had to be very directive, because chaos was taking over and people needed clarity. I’ve also had teams where delegation and empowerment worked far better, because the team was highly skilled and motivated.

The lesson I’ve learned is: adapt your leadership to the situation. Flexibility is key.

Practical Ways I Try to Lead

Here are a few leadership behaviors I’ve found useful in practice:

• Bringing the team back to agreed goals when things get messy.

• Making sure everyone understands the vision for why the project matters.

• Creating space for people to voice concerns and ideas.

• Helping resolve conflicts before they escalate.

• Acknowledging mistakes openly so the team can learn quickly.

• Recognizing and celebrating contributions, even small wins.

These aren’t just “nice to haves.” They build trust and create the momentum that keeps a project alive.

Character Counts

Skills are important, but character is what people remember. I’ve learned that if I’m not transparent, or if people sense I’m only acting in my own interest, trust disappears. On the other hand, when I act with integrity—admitting when I don’t know something, listening first, and being fair—people respond.

Leadership is contagious. Teams reflect the behavior they see.

Final Thought

The PMBOK 7th edition makes a powerful point: leadership is not exclusive to a role. Anyone can demonstrate it. Whether you’re managing a multimillion-dollar project or contributing as a team member, you have the chance to influence, motivate, and guide others.

For me, the biggest shift was realizing leadership is not about control—it’s about creating the conditions for others to succeed. That’s when projects (and people) thrive.

P.S. Curious to keep learning about projects and productivity? Head over to vandersonbaril.com.

See you next Saturday!