Machiavelli and Hobbes: Useful Lessons for Project Managers on Leadership, Stakeholder Management, and Team Development

Let me start by saying that this post is different from what I usually write about. I have some spare time on my hands and this post is a little more philosophical (and therefore possibly uninteresting) in nature. Many, many, many years ago (over 30 to be precise) I completed my first university degree which was a Bachelor of Arts in Sociology. Somewhere on that journey I was introduced to two books that I was required to read that have left a lasting impression upon me. The first was The Prince by Machiavelli and the second was Leviathan by Thomas Hobbes. Interestingly enough each is often remembered and talked about in terms of the negative messaging in each book. But over the years I couldn't help but think about some of the prudent, practical and useful lessons each has for leaders in any situation and I thought that I would try and take out of them actual useful tips for project managers in relation to leadership, stakeholder influencing and management, and team development. I am not a scholar of either of the authors and I do acknowledge that there is a lot of complexity in what they wrote and this is just my completely amateurish attempt to pull from them something good and useful. Please take this article with the good intentions it was written with - always happy to hear your take on these two authors.

For those of you unfamiliar with the two books they are:

Niccolò Machiavelli's The Prince (published in 1532): This book is a guide on how rulers can gain and maintain power, emphasizing the need for pragmatism and sometimes ruthless decisions to achieve political stability.

Thomas Hobbes's Leviathan (published in 1651): This book explains why a strong, centralized authority is necessary to prevent chaos and ensure peace, arguing that people need to give up some freedoms in exchange for security and order.

Each is available for free download from Project Gutenberg.

So what are the useful and good lessons that can be drawn from each?

Well, when it comes to managing complex projects, project managers often find themselves in situations that require not only technical expertise but also a deep understanding of human behaviour, leadership, and strategic thinking. While the books of Machiavelli and Hobbes might seem distant from the world of project management, they do offer insights into power, authority, and human nature that offer valuable lessons for today's project managers navigating intricate and complex projects with diverse stakeholders.

In relation to leadership, Machiavelli, in The Prince, famously advises rulers to be both loved and feared, but if they must choose, it is better to be feared than loved. This might seem ruthless at first glance, but for project managers, the I think it can be interpreted to mean that they underlying lesson is about the balance between authority and approachability.

In managing a complex project, a project manager must establish clear authority to ensure that the project stays on track. This doesn’t mean ruling with an iron fist or without care or empathy, but it does mean being decisive and willing to make tough calls when necessary. Machiavelli wrote that effective leadership sometimes requires making unpopular decisions for the greater good of the project. This is particularly relevant in scenarios where project timelines are tight, resources are limited, or when difficult trade-offs must be made. However, balancing this, Machiavelli also understood the importance of being perceived as fair and competent, which in project management translates to being transparent about decisions and ensuring that team members understand the reasons behind them.

Similarly, Hobbes, in Leviathan, emphasizes the necessity of a strong, centralized authority to maintain order and prevent chaos. In the context of project management, this can be translated into the importance of having a clear and strong leadership structure, especially in large and complex projects involving multiple teams and stakeholders.

Hobbes’s idea of the social contract, where people agree to surrender some of their freedoms to a sovereign (or Leviathan) for the sake of security, can be likened to the role of a project manager who, by virtue of their position, must have the authority to make decisions that impact the entire project. The lesson here is that while collaboration is crucial, there must be a final arbiter—someone who can make the final call when consensus is unattainable. This helps avoid the "state of nature" as Hobbes wrote in projects, where lack of direction can lead to disarray and failure.

Machiavelli’s insights into the dynamics of power and influence are particularly relevant for managing stakeholders. In complex projects, stakeholders can range from senior executives, to team members, to members of the public, to end-users, each with their own interests and influence over the project. Machiavelli would advise a project manager to carefully assess these power dynamics and manage relationships accordingly.

One key takeaway from Machiavelli is the importance of adaptability. He believed that a successful leader must be able to change their approach based on the circumstances—what he referred to as virtù. For a project manager, this means recognizing when to be assertive with stakeholders who are trying to push the project in a direction that could be detrimental, and when to be conciliatory to build alliances and gain support. The ability to read the political landscape of the project and to act accordingly is a critical skill that can determine the success of stakeholder management efforts.

Hobbes’s also focussed on the need for a unified authority to maintain order and this can also be applied to stakeholder management. In Leviathan, Hobbes argues that without a common power to keep them in awe, individuals will act in their own self-interest, leading to conflict. In project management, this underscores the importance of having a well-defined governance structure that clearly delineates roles, responsibilities, and decision-making authority among stakeholders.

This lesson is particularly useful in managing stakeholder expectations. A project manager must ensure that there is a common understanding of the project’s objectives and constraints, and that there are mechanisms in place to resolve conflicts or competing interests. By establishing a clear "social contract" with stakeholders—where expectations, responsibilities, and the decision-making process are transparent—project managers can foster a collaborative environment that minimizes disputes and keeps the project on track.

In relation to team development, Machiavelli’s realistic view of human nature is invaluable when it comes to building a team. He recognized that people are driven by their own interests and can be unpredictable. For a project manager, this means understanding that team members may have different motivations—some may be driven by career advancement, others by personal pride in their work, and still others by financial incentives.

Machiavelli would likely advise project managers to align these individual motivations with the project’s goals where and if possible. This might involve recognizing and rewarding contributions that advance the project, or providing opportunities for professional development that align with the project’s needs. The key is to create an environment where team members see their personal success as tied to the success of the project. Machiavelli probably went to far here with his ideas of manipulation and the use of fear so it’s a convenient time to ignore that part of his messaging :)

Hobbes, on the other hand, emphasized the importance of collective responsibility within the team. Just as he argued that people must surrender certain freedoms for the collective good, in project teams, individual members may need to subordinate their personal preferences for the success of the project.

This can be achieved by fostering a strong team culture where collaboration and mutual accountability are prioritized. Hobbes’s idea of the social contract can be applied here: team members agree to certain norms and behaviours that support the project’s goals, and in return, they benefit from being part of a successful and cohesive team. This might involve creating team agreements on how decisions are made, how conflicts are resolved, and how work is shared.

As I said at the beginning I'm writing this partly because I've got too much time on my hands at the moment and I've always been curious about these two historical works. If you do go ahead and read the original books, and I do recommend it, you will find that it is easy to see them as instructions for dictators or authoritarians. But at the same time I believe that by ignoring the negative aspects it is possible to see that the works of Machiavelli and Hobbes offer timeless lessons that can be directly applied to the challenges of project management. From understanding the balance between authority and morality in leadership, to navigating stakeholder power dynamics, to fostering a strong and cohesive team culture, the insights of these two philosophers provide valuable guidance for project managers dealing with complex projects. By integrating the pragmatic realism of Machiavelli with the structured authority of Hobbes, project managers can lead their teams and projects to success, even in the most challenging environments.