Empowering Project Teams: Leadership Practices That Drive Engagement and Results

Empowering Project Teams: Leadership Practices That Drive Engagement and Results

By Herman Thomas

Summary

Empowering Project Teams: Leadership Practices That Drive Engagement and Results is a practical, experience-based perspective on leadership within the context of PMI’s Talent Triangle. Emphasizing the critical role of power skills (formerly "leadership skills"), this article outlines six leadership practices that support project success by fostering engagement, trust, and accountability. Grounded in both research, examples and my own real-world experiences. The practices include establishing clear goals and expectations, aligning work with purpose, promoting psychological safety, distributing leadership based on skills, setting realistic objectives, and maintaining transparent communication. These insights align closely with PMI’s emphasis on servant leadership, stakeholder engagement, and strategic thinking. My hope is they will help equip project managers with building resilient, high-performing teams in today’s complex, cross-functional environments.

Introduction: Leadership as the Engine of Project Success

In project management, leadership is not simply about assigning tasks and tracking deadlines — it is about creating an environment where people feel valued, empowered, and motivated to deliver their best work.

Max De Pree famously said, “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.”  ¹ This servant‑leadership mindset is particularly relevant in today’s project environment, where cross‑functional teams, remote collaboration, and rapid change demand leaders who can inspire trust and foster engagement.

The Project Management Institute’s Talent Triangle emphasizes that technical skills alone are not enough; leadership and strategic business management are equally critical. This article outlines six leadership practices (I have used) that foster trust, engagement, and high performance in project teams. Each practice is grounded in research, supported by real‑world examples, and my own personal experiences as a Project Manager, and aligned with PMI’s standards.

The below information is insight gained from managing small project that costed a few thousand dollars to managing project that were multi-national, with some costing into the millions. I have tried to boil down the essence of what I learned about leading a project. Others will have different ideas and ways to lead but, I found using the below six leadership practices gave me and my teams the best chance for success in our project.

I hope you find these practices useful insight that will at least get you thinking about your style of leadership.

1. Provide Clear Directions, Goals, and Expectations

Clarity is the foundation of effective leadership. Without it, even the most talented teams can drift off course. Robert Herjavec put it succinctly: “A goal without a timeline is just a dream.” ²

Why It Matters

Ambiguity breeds inefficiency. PMI’s Pulse of the Profession reports consistently show that unclear objectives are a leading cause of project failure. When goals are vague, teams waste time interpreting rather than executing. No one likes not knowing what is expected of them or their team.

Practical Application

- Start with a clear project charter that defines scope, objectives, deliverables, and success criteria.

- Use visual management tools like Gantt charts, Kanban boards, or roadmaps to keep progress visible.

- Revisit and refine goals at key milestones to ensure alignment with evolving realities.

Case Example

In a multi-national security compound project, providing clear directions and expectations for the project based on two countries requirements were critical. I used a two-day kickoff workshop where stakeholders co‑created the project’s success criteria. This not only clarified expectations but also built early buy‑in. This sounds easy enough but is not always practical or happens. If possible, it is always preferred to have all stake holders present at the kickoff.

Leadership Insight: Clear expectations reduce stress and conflict. When team members know exactly what is expected, they can focus their energy on execution rather than interpretation.

2. Provide Meaningful Work

People are most engaged when they see the value of their contributions. Maya Angelou’s timeless reminder applies here: “People will forget what you said. People will forget what you did. But people will never forget how you made them feel.” ³

Why It Matters

Meaningful work fuels intrinsic motivation — the kind that sustains effort even under pressure. Gallup’s research shows that employees who find meaning in their work are more productive, more loyal, and more innovative. When people have meaningful work, they are more engaged. They don’t mind working thru difficult issues or situations because they know their work has meaning.

Practical Application

- Align assignments with strengths and career aspirations.

- Communicate the “why” behind each deliverable, connecting it to the project’s larger purpose.

- Celebrate milestones to reinforce the significance of the work.

Case Example

In a Multiple Launch Rocket System Training Device rollout, I invited end‑users to share stories about how the new training device would improve their ability to do their jobs and save them time. They shared how the new system allowed them to train faster and develop new Standard Operating Procedures (SOP). It also allowed them to identify weaknesses faster than the old system. Their feedback was incorporated into each of the new builds of software.

Leadership Insight: When team members understand how their efforts contribute to the bigger picture, they are more likely to go above and beyond.

3. Encourage Idea Sharing and Feedback

Innovation thrives in environments where people feel safe to speak up. As Peter Drucker observed, “Management is doing things right; leadership is doing the right things.” ⁴

Why It Matters

Psychological safety — the belief that one can speak up without fear of punishment — is a proven driver of team performance. Google’s Project Aristotle found it to be the single most important factor in high‑performing teams.

Practical Application

- Hold regular brainstorming sessions where all voices are heard.

- Use structured feedback loops such as sprint retrospectives or after‑action reviews.

- Act visibly on feedback to demonstrate that it matters.

Case Example

I had to integrate a new group of soldiers into my unit after they had been removed from another unit for disciplinary reasons. I encouraged each of my current soldiers and the new members to participate in regular sessions on how to best integrate the new guys without disrupting our critical mission. Meetings for feedback was held once a week with each group of soldiers. It resulted in us pairing each of the new soldiers with one of the current soldiers as a mentor guide. This resulted in a seamless and effective transition of the new soldiers where they felt included but, it also allowed my current soldiers to feel they had a voice and were being listened to.

Leadership Insight: When team members see their ideas influencing the project’s direction, they develop a sense of ownership — a key driver of engagement and accountability.

4. Empower Leadership Based on Skills and Background

Delegating leadership roles within the team not only develops talent but also strengthens project outcomes. David Rockwell noted, “Every project is an opportunity to learn, to figure out problems and challenges, to invent and reinvent.” ⁵

Why It Matters

Distributed leadership builds resilience. If the project manager is unavailable, empowered team leads can keep work moving. It also accelerates professional growth, creating a pipeline of future leaders.

Practical Application

- Identify potential leaders early and give them responsibility for specific workstreams.

- Provide mentorship and resources to support their leadership growth.

- Recognize and reward effective leadership at all levels.

Case Example

In a training event for unit testing, I assigned two of my junior officers the task of developing and leading the training preparation for a particular section of the overall unit training. Each was allowed to prepare in any way they saw fit. I provided overall guidance on what outcome was expected. Updates and reviews were held at the end of each day to discuss that day’s activities. Both junior officers prepared their team in such a way, using different approaches that both teams met and exceed all of the expectations of the testing event.

Leadership Insight: Empowering others to lead fosters resilience and adaptability in the team.

5. Set Realistic Goals and Reward Achievement

Unrealistic goals can demoralize a team, while achievable stretch goals inspire progress. Sheryl Sandberg’s advice is relevant here: “Done is better than perfect.” ⁶

Why It Matters

PMI research shows that projects with realistic schedules and budgets are far more likely to meet their objectives. Over‑promising erodes trust; consistent delivery builds it.

Practical Application

- Use historical data and team input to set achievable timelines.

- Break large goals into smaller milestones with clear metrics.

- Recognize achievements publicly to reinforce positive performance.

Case Example

. While preparing for a visit by the Secretary of Defense, we used a milestone approach to ensure we would be ready for the visit. The team developed a schedule and milestones to have each of the different portions of the command-and-control system tested and operational in such a manner, we could readily identify issues and adjust our overall timeline or move resources to a particular area to assist. Team members were given public praise as each of their systems came on board. The team was recognized in front of the entire command after the visit with awards.

Leadership Insight: Recognition signals that the organization values results and the people who deliver them.

6. Foster Honest and Candid Communication

Trust is built on transparency. As Arnold Glasow said, “One of the true tests of leadership is the ability to recognize a problem before it becomes an emergency.” ⁷

Why It Matters

Open communication allows teams to address issues early, adapt quickly, and maintain momentum. Without it, small problems can escalate into crises.

Practical Application

- Model candor by sharing both successes and setbacks openly.

- Create channels for confidential feedback to surface concerns early.

- Address conflicts promptly and constructively.

Case Example

As the commander of an artillery unit, I established a weekly team meeting with all enlisted soldiers. This meeting was designed to allow the exchange of ideas, comments and provide input on any topic they believed needed attention directly to the commander without being filtered or fear of retribution.  I also established an “open door” policy that allowed soldiers to come talk directly with me each day. This led to better moral, more trust in leadership, more buy in from the soldiers, and higher performing teams.

Leadership Insight: When honesty is the norm, teams can adapt and thrive even under pressure.

Conclusion: Leadership as a Daily Practice

Leadership in project management is not a one‑time act — it is a daily commitment to clarity, empowerment, and trust. By providing meaningful work, encouraging open dialogue, empowering emerging leaders, setting realistic goals, and fostering honest communication, project managers can create teams that not only deliver results but also grow stronger with every challenge.

In the words of John Quincy Adams, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” ⁸

Footnotes

- Max De Pree, Leadership Is an Art (New York: Doubleday, 1989).

- Robert Herjavec, quoted in “16 Best Project Management Quotes,” Project Manager, August 20, 2024.

- Maya Angelou, quoted in Neal Whitten, “Words of Wisdom,” PM Network, October 2010.

- Peter F. Drucker, The Essential Drucker (New York: HarperCollins, 2001).

- David Rockwell, quoted in “16 Best Project Management Quotes,” Project Manager, August 20, 2024.

- Sheryl Sandberg, quoted in “16 Best Project Management Quotes,” Project Manager, August 20, 2024.

- Arnold Glasow, quoted in “153 Project Management Quotes to Inspire You in 2025,” The Digital Project Manager, May 26, 2025.

- John Quincy Adams, quoted in “Leadership Quotes to Inspire You,” Forbes, January 15, 2023.