Impact Leaders and Leadership Trends for 2022


Positive Leadership in Project Management


By Frank Saladis, PMP, PMI Fellow

New York, NY, USA

“High impact leaders say no to the status quo while others hate to see it go.” ~ Mack Story

The topic of leadership continues to bring forth new concepts about how an organization’ leaders can become more effective, enhance the loyalty of their employees, and delight their clients and customers. The pandemic has also forced leaders to make radical changes in their processes and procedures and how they manage their workforce.

The term “Impact Leader” may have been around for a while but I just discovered it recently while reading about leadership trends for 2022. The quote above is from a book by Mack Story entitled “10 Values of High Impact Leaders, Store | Top Story Leadership.

Something that many leaders may be aware of is that, according to Mack Story, there are sublevels or subgroups of people who are described as “leaders.”  These subgroups consist of “low level leaders” and “high impact leaders.

The low level leader attracts lower level followers. They rely on “accidental growth” and are focused on success. They “get things done. The high impact leader focuses on developing new leaders, is passionate and committed to intentional growth, emphasizes significance, and makes things happen. According to Story, a low level leader directly leads their followers. A high impact leader directly and indirectly leads their followers.

As the world business environment evolves and changes as a result of the pandemic and other factors, today’s leaders and those who are aspiring to become “impact leaders must continuously adapt to new challenges that seem to appear almost daily.

In the article “7 Traits of High Impact Leaders” 7 Traits of High Impact Leaders (linkedin.com) Mack Story describes the key factors that drive the High Impact Leader:

  1. Continuously develop yourself – Focus on learning new things. Ask questions.
  2. Continuously invest in their top leaders – Create leadership development programs
  3. Create and maintain an internal leadership program – Leverage the strengths of the leadership team. Plan for leadership continuity, not just succession planning.


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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. (2022). Impact Leaders and Leadership Trends for 2022, Positive Leadership in Project Management, series article. PM World Journal, Vol. XI, Issue II, February. Available online at https://pmworldlibrary.net/wp-content/uploads/2022/02/pmwj114-Feb2022-Saladis-Impact-Leaders-positive-leadership-series-article.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/