The purpose of this article is to show different examples of how a quality professional can exert influence on colleagues and team members, without having direct authority over those participants. This is a frequent challenge since the quality function is often a distinct and specialized role within an organization. In some cases, the independence of the quality role is emphasized by bringing in an external consultant or temporary contract employee.
Managing with authority is often a transactional relationship. By having authority over an employee, the manager can regulate hiring decisions, payment rates, working hours, and other perks and amenities. In long-term career situations, the hiring manager has the authority to recommend candidates for bonus entitlement, promotion or career advancement opportunities, training programs, or other workplace benefits. In exchange for favorable treatment, the employee is inclined to devote their best efforts and full capabilities to the role and organization.