Enhancing Project Team Competency

and Effectiveness Through Authentic Leadership – Part 2


Positive Leadership in Project Management


By Frank Saladis, PMP, PMI Fellow

New York, NY, USA



Continuing the focus on enhancing team competency and adding to the concepts presented in part one of this article, we begin by once again asking the questions:

What organization would establish a slogan or motto that says “We’re really not too bad” or “We are not quite as good as everyone else but we are ok!” or “Someday we will actually get it right?

Or how about: “We have more under-achievers than anyone!”

Organizations need top people or people who, through training and mentoring, can perform at levels that will meet client demands, exceed expectations, and provide the value needed to achieve strategic goals. Experts in the subject of leadership know that strong, effective leaders surround themselves with good people who are innovative, willing to learn new skills, and willing to test limits now and then. Creating this type of “opportunity environment” will attract the best people and encourage them to stay.

When it comes to attracting and selecting people, General Colin Powell offered some “rules” for picking people:

    • “Look for intelligence and judgment, and most critically, a capacity to anticipate, to see around corners. Also, look for loyalty, integrity, a high level of energy, a balanced ego, and the drive to get things done.”

In the project environment, managing a project is a challenging job and it takes a person with a very wide range of skills, especially leadership skills, to become an effective project manager. The project manager position also requires high levels of energy to sustain that effectiveness while managing and leading a project team and engaging stakeholders at the appropriate levels. Most project managers will agree that the title “project manager” is actually a dual role – Leader and Manager.  These major roles include several “sub-roles” that will emerge during the life cycle of a project. As Vijay Verma explains in his book “Human Resource Skills for Project Managers, PMI ®, project managers have several unique roles:



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Editor’s note: This article is one in a series on Positive Leadership in Project Management by Frank Saladis, PMP, PMI Fellow, popular speaker and author of books on leadership in project management published by Wiley and IIL in the United States. Frank is widely known as the originator of the International Project Management Day, the annual celebrations and educational events conducted each November by PMI members, chapters and organizations around the world.

How to cite this paper: Saladis, F. (2019). Enhancing Project Team Competency and Effectiveness Through Authentic Leadership – Part 2, Positive Leadership in Project Management series article 3. PM World Journal, Vol. VIII, Issue IX, October. Available online at https://pmworldlibrary.net/wp-content/uploads/2019/10/pmwj86-Oct2019-Saladis-authentic-leadership-part2-positive-leadership-series-article3.pdf



About the Author

Frank P. Saladis

New York, USA




Frank P. Saladis, PMP, PMI Fellow is a Consultant and Instructor / Facilitator within the project management profession and has over 35 years of experience in the IT, Telecom Installation and IT Project Management training environment. He is a senior consultant and trainer for the International Institute For Learning Inc. and has been involved in the development of several project management learning programs. Mr. Saladis has held the position of Project Manager for AT&T Business Communications Systems, National Project Manager for AT&T Solutions Information Technology Services and was a member of Cisco Systems Professional Services Project Management Advocacy Organization. His responsibilities included the development of Project Management Offices (PMO) and the development of internal training programs addressing project management skills and techniques.

He is a Project Management Professional and has been a featured presenter at the Project Management Institute ® Annual Symposiums, Project World, PMI World Congress, CMMA, and many PMI Chapter professional development programs. He is a past president of the PMI New York City Chapter and a Past-President of the PMI ® Assembly of Chapter Presidents. Mr. Saladis is a Co-Publisher of the internationally distributed newsletter for allPM.com, a project management information portal, and a contributor to the allPM.com project management website.

Mr. Saladis is the originator of International Project Management Day and has written numerous leadership and project management related articles. Mr. Saladis is also the author of the Project Management Workbook and PMP ® / CAPM ® Exam Study Guide that supplements Dr. Harold Kerzner’s textbook – Project Management, A Systems Approach to Planning, Scheduling and Controlling?, 9th Edition published by John Wiley & Sons and the author of Positive Leadership in Project Management, published by IIL Publishing. He is a member of the International Executive Guild and the NRCC Business Advisory Council. He has also held the position of Vice President of Education for the Global Communications Technology Specific Interest Group of PMI ® and holds a Master’s Certificate in Commercial Project Management from the George Washington University. Mr. Saladis received the prestigious Lynn Stuckenbrook Person of the Year Award from the Project management Institute in 2006 for his contributions to the organization and to the practice of project management.  He can be contacted at saladispmp@msn.com

To view other works by Frank Saladis, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/frank-p-saladis/