ABSTRACT
Leadership and power in project management are inextricably intertwined. Depending on the power structure of an organization and the power bestowed on a project manager along with the type of project, project budget, schedule, and scope are all factors in determining the effectiveness of the project management effort. “Power tends to corrupt, and absolute power corrupts absolutely.” In an effort to limit the “corruption,” or at least spread the power to have some checks and balances, organizations will use a matrixed structure. In a functional organization, there is a definitive power structure. It is structured purposely by the organization to provide some with positional powers, and those will have the reward and punishment powers. That structure drives the behavior of those who follow such leaders. Leadership is situational. No one leadership style works for every situation. The ability of an individual to assess the situation and apply the necessary skills is critical for project or general leadership.
