The Role of the Project Manager in Building and Maintaining Trust in the Team

A project manager is an essential component of understanding the overall parameters of market analysis and project management as a whole for any organization. There are several variables that are to be taken into account while approaching a project and the vital elements of a project is its members. It not only involves the basic aspects of project office personnel but also incorporates the usage of informal project management in specification and the most important of all is the trust incorporated in the team by the project manager.

Qualities such as teambuilding, truthfulness and accountability offer immense value and lack of which makes a project manager inept. In addition to these necessary qualities volunteering, mentoring and capability to take intricate decisions are core competencies of a project manager. Along with trust ensured upon the team members it is also important to innovate and augment creativity and interpersonal skills. Interpersonal skills enhanced the capacity to interact. Oral communication is another factor, which becomes important here all these become active once trust is the fundamental basement of these operations. These are the chief elements required during building trust within a team. (Chan, 2008)

However, it should be stated that the human resource department of any organization is of prime importance in the modern era of marketing and management. Keeping this in mind it could be stated that the management section of human resource department holds the success of any organization. It is true that machineries are as important for most industries but still the human elements hold the penultimate key of success. The management principals implemented by organizations in view of human resource management are wide and numerous in accordance to the nature of the business.

It should be mentioned in the context that trust plays a decider as human capital for success and plays a larger role in competitive advantage. Functional managers expect the team to provide functionality to meet their unit’s goals and objectives. This process is sustainability of trust within the team members. Managers rely on the HRMs’ capabilities to provide superior data collection and analysis about the members and their performances, particularly for performance appraisals and performance management. These are taken into account in closed door meeting within the group and making the affair particularly one-to-one. This makes a lagging member build up confidence and thus it helps to sustain the trust already developed.

Obviously, it could be stated that formal communication are usually well planned and structurally sound. On the other hand, informal communications are, revealed in studies, brief, unplanned, and frequent. Informal communication supports a number of different functions: the execution of work-related tasks; co-ordination of group activity; transmission of culture and social functions such as team building. (Kerzner, 2003)

In conclusion it should be stated that as managers contemplate future performance, there is added emphasis on web-enabled training, career development, training, and skills-management functions available from the firm’s project management and every aspect is depended on the performance of the team and the deciding factor of this performance is the basic trust within the team members and its project managers.

Finally, the individual employees become end-users of many project management applications. The increased complexity of employee benefit options and the corresponding need to monitor and modify category selections more frequently has increased the awareness of project management functionality among employees but it adds to trust enacted and thus it is helpful to built and sustain the required trust from the point of view of the project manager.


Chan, H. (2008) Project Management and Trust Building. International Journal of Management, 34 (1) 347-356.

Kerzner, Harold; (2003); Project Management: A Systems Approach to Planning, Scheduling, and Controlling; Wiley; 8 editions.

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