Project manager's influence tactics and authority: a comparison across project structures

Ever since firms started using computers for processing their business data, researchers and practitioners have been preoccupied by the successful implementation of information systems (IS). Over the years, researchers have studied several aspects of IS implementation, be it measuring success or developing and testing models that explain IS project success or failure. However, up to now, few IS implementation studies have focused on the role played by the project leader. This paper presents the results of a study of 139 IS project managers. The study examined both the tactics adopted by these project managers to influence people, and their level of decision authority. It then attempted to determine if these two characteristics varied along with the project's organizational structure. The findings of the study point to the mediating role played by project managers' level of decision authority in linking organization structures to influence tactics. While influence tactics used do not vary across project structures, they do so across various levels of decision authority. In turn, the level of authority of project leaders varies across structures and steadily increases on the functional-project continuum. Three influence profiles emerged from the study, namely, the humanist, the political and the authoritarian project manager, providing further interpretation to influence tactics and behavior in an IS development context.