You Have No Authority Over Your Engineering Team. Here's What to Do About It.
Product Managers have a well-worn complaint: all the responsibility, none of the authority. Engineers report to engineering managers. Designers report to design directors. The PM can’t hire, fire, promote, or assign. And yet the PM is accountable for the outcome.
Bernard Bass published his transformational leadership framework in 1985. It was built to explain how leaders influence outcomes without positional power. Four levers:
Idealized Influence. Model the behavior. You can’t tell engineers to care about users. You can show them. Be in the user interviews. Reference specific customers by name in sprint planning.
Inspirational Motivation. Articulate a compelling vision. “This feature unblocks 500 field agents who are spending hours on paper requests” is a vision. “Complete Sprint 14 items” is a chore.
Intellectual Stimulation. Challenge assumptions. Ask “why are we building this?” more than “when will this be done?” Engineers respect intellectual rigor. They don’t respect requirements handed down without examination.
Individualized Consideration. Coach individuals. Different engineers optimize for different things. Some want to ship. Some want to learn. Some want to teach. Some want to be left alone to solve hard problems. Know which is which.
Authority Was Never the Point
The most effective PMs I’ve worked with rarely mention their title. They lead with questions, data, and user evidence. They don’t override — they persuade. They don’t escalate — they align.
At Curotec, I led an agile transformation without a mandate from the CEO. I couldn’t tell project leads how to run their teams. The playbook was pure transformational leadership: model the change on pilot projects, connect it to data-driven outcomes, challenge assumptions with evidence, and adapt for each team lead. It took two years, not two quarters. The system kept running without me — which is how you know the influence was real.
The Agent Translation
AI coding agents add a dimension Bass didn’t anticipate: tooling influence. When a PM introduces Cursor or n8n into the workflow, they’re shaping how work gets done — not by telling anyone to change, but by making the new way easier than the old way. Influence-by-defaults.
The PM who understands this uses it deliberately. The PM who doesn’t gets surprised when the team’s workflow silently transforms around the tools.
I help PMs and POs lead without authority. Not with frameworks. With the four levers that actually change how teams work — and a diagnosis of which one your team needs right now. s@spencervaradi.com.