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Often the best recognised Project Managers are those who make a lot of noise, bang the table, make snap judgements, are tough with their people, "crack the whip" and generally drive people to perform through the exercise of power.These behaviours are very visible and it is common to find managers with this personal style do get recognised and promoted.
Conversely, in a collaborative team the participants feel that the team's success is their own personal mission.
The inherent nature of each individual is something the Project Manager can do little about.
The way participants are assigned to roles and sub-teams can be controlled.
Herein lies the dilemma for a career-minded Project Manager.
In good projects the Project Manager does not need to (and should not) exhibit dramatic, powerful, personal characteristics, but the organisation's leadership may be more likely to recognise the talents of a manager who creates a lot of noise.