Introduction
In a traditional organization, the hierarchy was simple: their were bosses and there were workers. With the introduction of the matrix organization, the distinction between line and functional hierarchies became apparent. As soon as matrix organizations became global companies ( or the other way around) legal departments enriched us with the distinction of a disciplinary hierarchy that might be a third basis or element of authority. An ever increasing speed of change and adjustment now forces  a similarly fast increasing use of project management in the corporate world. How to asses that authority?

Background
The commonly accepted view I have encountered is that disciplinary authority is a merely formal authority, not really a challenge. The functional authority of an expert often is not really appreciated: many companies proclaim that they have careers in ‘domain’ fields, but often a typical line management role is the only real variant valuable for advancing one’s career. How often don’t we hear traditional HR Departments refuse even the consideration of a promotion because the individual does not `manage a sufficient number of employees`? Even when more insightful, the line management role is ´always´ used as a reference. A middle manager in a German company is  ´Gruppenleiter`, ´Abteilungsleiter´ or ´Direktor`-level.

The order of difficulty of  different authorities or management forms then becomes, in increasing complexity:

1. Disciplinary management
2. Functional management
3. Target or Line management

Project Management

Steering provided by a Project Manager to her team is often classified as ‘functional management’ and therefore less rewarded than target responsibility. Often I see that the project manager who has been steering a project team member all year long is not even considered in the evaluation of that individual!

The reason for this approach  I see in the mix-up between the concepts of on the one hand Project Management Office (PMO or Project Support Management), which generally is considered to be supportive and ´knowledge-based´ and is real ´functional management´  leadership, and on the other hand Project Lead Management, which does the execution of projects. For large projects there often is no centralized bureau assigning project managers, since the fulfillment of these roles is decided based upon domain knowledge. Therefore, the champion for project management generally is ´lower in the hierarchy´ focusing on the projects where a certain volume shows.

There are several reasons why Project Lead Management leadership  typically is more difficult than Line Management

• A manager´s authority is easier to establish the longer she has responsibility for an employee. Large projects might have long timelines but are exceptions, most projects have short ones, so the Project Lead Manager needs to start all over more regularly and can not build on the infrastructure she has set up earlier.
• In addition, it is not just the Project Lead Manager who is ´new´ in the role, this applies to all members of the team. Project timelines do not allow for long periods of ´Norming´and ´Storming´.
• Line organizations are focused on providing a structure that ´makes sense´ and facilitates daily operations. As a result, often international or product  selections are the basis for  establishing the line organization. Project management is specifically chosen as a method when line management solutions do not suffice and interdisciplinary changes need to be accomplished. The intercultural aspect only comes on top.
• In the real world we have to deal with imperfections, for instance when a project team is not complete. If there is a fair uniformity of activities performed as in line management it is relatively easy to find somebody within the team to pick up the slack. In projects the wide variety of activities makes other project team members just not capable to do so even if they would want to. Therefore, the Project Lead Manager needs to be prepared to fill in gaps in a wider variety of activities. Ideally, the Project Lead already  has  personal experience doing these tasks herself. If you want to implement a new Research Department, your best bet for a Project Lead probably is an experienced Research Department Manager.
• The absence of formal authority means the Project Lead Manager has a smaller ´stick and carrot´ than a line manager, so will have to rely on ´soft persuasion´ alone.

So, am I arguing here to make project  managers (as in Project Leads) also line responsible for project team members?  No, only for multiyear projects where the project becomes ´the line´, not for most projects we see in everyday life. For those shorter projects shifting line managers with every project would mean an upheaval of the safety net and stability for the project team members. We then might as well use an interim manager or leased employee for that purpose. It would disrespect the long term relationship I would want to have with an employee.

Conclusion

I will argue, however, for an appropriate appreciation of  the challenges a Project Lead is faced with. Or, the order of difficulty of  different authorities or management forms then becomes, in increasing complexity:

1. Disciplinary management
2. Functional management
3. Target or Line management
4. Project Lead management