Question

Kelechi recently assumed ownership of a troubled project from another project manager. Interviews with his new team and project sponsor confirmed the previous project manager failed because she emphasized her formal position and employed an uncaring attitude toward others. Thereafter, Kelechi made sure to engage all of his project stakeholders with a charming, empathetic manner. Which type of power did Kelechi's predecessor emphasize and which type of power did Kelechi emphasize?

Group of answer choices

A. The previous project manager emphasized informational power, Kelechi refused to participate.

B. The previous project manager emphasized expert power, Kelecthi emphasized guilt-based power.

C. The previous project manager emphasized situational power, Kelechi emphasized pressure-based power.

D. The previous project manager emphasized positional/legitimate power, Kelechi emphasized personal/charismatic power.

Answer 1

D. The previous project manager emphasized positional/legitimate power, Kelechi emphasized personal/charismatic power.

With the legitimate power, the Project manager emphasized upon his position to autocratically lead the project team. The uncaring attitude and the use of formal position are the symptoms of such a leader. Hence the previous project manager emphasized on positional/legitimate power. He knew with his position, comes the power to dictate the team members. On the other side, Kelechi’s charming and empathetic nature made him a charismatic leader. With his personal appeal, he could get a willing engagement from his stakeholders. Hence this option is true. In other three options, the combination of leadership style does not match the symptoms mentioned in the above case.