(Moodley, Sutherland, & Pretorius, 2016) The research shows that functional and project managers use different types of power and influence that range from penalty pressure, empowerment of staff, logical arguments, and showing passion and inspiration. The research also shows that what the project and personnel managers perceive as being the most influential tactics are not what the project personnel perceive. In fact, the project manager believes that passion and inspiration are their best tactic while project personnel see that as their worst tactic, which is the same as the project managers. (Moodley, Sutherland, & Pretorius, 2016) This shows that the perception that the manager is being more effective with one type of influencing tactic may not be
(Moodley, Sutherland, & Pretorius, 2016) The research shows that functional and project managers use different types of power and influence that range from penalty pressure, empowerment of staff, logical arguments, and showing passion and inspiration. The research also shows that what the project and personnel managers perceive as being the most influential tactics are not what the project personnel perceive. In fact, the project manager believes that passion and inspiration are their best tactic while project personnel see that as their worst tactic, which is the same as the project managers. (Moodley, Sutherland, & Pretorius, 2016) This shows that the perception that the manager is being more effective with one type of influencing tactic may not be