A line manager who is asked to wear two hats and function as a project manager at the same time is likely to exercise:

Question

Options

• AAll of the other alternatives apply]
• BInfluence
• CPower
• DAuthority and Power
• EAuthority

• A
  81% (13)
• C
  6% (1)
• E
  13% (2)

Explanation

When a line manager wears two hats - functioning simultaneously as a project manager - they draw on all three mechanisms because each role demands a different tool. In their line manager role, they exercise authority (formal, position-based power over direct reports) and power (backed by organizational hierarchy, including reward/discipline). In their project manager role, they must often exercise influence to move team members who don't report directly to them, since project managers classically lack full formal authority.

Why the distractors fall short:

• B (Influence only): True for pure project managers, but ignores the formal authority the line manager role carries.
• C (Power only): Overlooks that the dual role also requires influence (for cross-functional cooperation) and formal authority.
• D (Authority and Power): Close, but misses influence - which becomes essential precisely because the project role extends beyond the manager's direct reports.
• E (Authority only): Too narrow; both power dynamics and interpersonal influence are also in play.

Memory tip: Think "Line = Authority/Power; Project = Influence" - wearing both hats means using all three, so any single-concept answer is automatically too narrow. When a question describes a dual-role scenario, lean toward the "all of the above" option.

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