A bigger title doesn't always mean bigger influence.

If you're stepping into a first-time management role, in construction, engineering, architecture, or client-side project management, you need to know before you sign the contract:
Will you actually have the authority to lead, shape, and decide?

A 2024 McKinsey survey found that 42% of executives who left new roles within 18 months cited "lack of true decision-making authority" as a primary reason.

While this data covers executives, the dynamic is even more important for first-time managers who need clear authority to succeed.

Here’s what recent data suggests to check, and how you can use it.

1. Pin Down the Real Decision-Making Power

According to Gallup’s 2024 Leadership Expectations Survey, 68% of first-time managers said unclear authority boundaries made their job harder.

When considering a new role, you might want to explore:

• What types of decisions will you control directly?
  
  
• Which decisions require approval from others?
  
  
• When was the last time someone in this role challenged leadership, and was supported?
  
  

Example:
A senior project manager at a major Australian contractor was promised "full project autonomy." In reality, every budget over $20,000 needed offshore approval.
He left in nine months.

▶ If operational, budget, and hiring decisions aren't yours, your ability to lead will be limited.

2. Understand the Structure You’re Walking Into

In Deloitte’s 2025 Global Human Capital Trends report, 53% of companies said they had shifted toward more decentralised decision-making to improve responsiveness.

Before you accept a role, it may help to understand:

• The full organisational chart.
  
  
• Who controls budgets, staff, and project priorities.
  
  
• Whether decisions are made locally or offshore.
  
  

Example:
An architecture practice advertised a "Head of Design" role.
In practice, final design sign-offs still came from the founder.
The title suggested authority, but the structure told the real story.

▶ If you don’t own key outputs, you won’t own real influence.

3. Assess the Culture and Political Landscape

Culture often matters more than formal authority.
The Australian HR Institute’s 2024 survey found 61% of managers said internal politics had a direct impact on their ability to lead projects.

If you want to understand the cultural realities, you could ask:

• Can you give an example of a major decision made against leadership's first preference?
  
  
• How are internal disagreements handled?
  
  
• Who would you collaborate with most closely, and what are their reputations?
  
  

Example:
A new regional director at a civil consultancy discovered that despite his strategic remit, every initiative needed approval from an informal “founders' club.”
He spent his time navigating alliances instead of leading change.

▶ If influence is informal, you need to know who holds the real levers.

4. Evaluate Past Role Histories

According to PwC’s 2024 Workforce Turnover study, 38% of new mid-level managers left within 24 months due to “role misalignment”.

It’s worth finding out:

• How long the previous three role-holders stayed.
  
  
• What their major achievements were.
  
  
• Why did they leave?
  
  

Example:
One client-side PM role cycled through four project directors in three years.
Each cited "limited ability to effect change" as their reason for leaving.

▶ If others couldn’t succeed, the barriers might still be in place.

5. Check How Success is Measured

Clear KPIs signal real responsibility.
A recent Korn Ferry report found that 71% of new managers felt frustrated when success measures were unclear or disconnected from their day-to-day influence (https://www.kornferry.com/insights/this-week-in-leadership/the-challenges-of-first-time-managers).

You might want to ask:

• What KPIs will define success in your first 12 months?
  
  
• Will you have input into setting or adjusting these targets?
  
  
• How closely are these KPIs linked to the wider business strategy?
  
  

Example:
An engineering manager tasked with “building innovation” found his only measurable target was "reducing costs."
His attempts to introduce new ideas were seen as unnecessary spending.

▶ If you can’t shape the success measures, you're unlikely to be trusted with real change.

6. Talk to People Outside the Interview Process

Leadership data from LinkedIn’s 2025 Job Seeker Insights report shows that over 55% of candidates now reach out to existing or former employees before accepting offers.

Ways to validate what you’re hearing:

• Speak informally to past or current employees.
  
  
• Cross-check reputation on forums like Glassdoor.
  
  
• Get neutral views from trusted industry contacts.
  
  

Example:
A senior engineer considering a role at a mid-sized consultancy learned through LinkedIn that project leaders had little authority over resource planning, despite impressive titles.

▶ If independent sources tell you the same story, listen carefully.

The Influence Scorecard

Use this checklist to sense-check the role before you commit:

▶ Score 5–6 Yes: High influence potential.
▶ Score 3–4 Yes: Proceed carefully, clarify gaps.
▶ Score 0–2 Yes: Strong risk of frustration or failure.

Final Thought

Before you accept your first management role, strip away the title.
Ask yourself:
"Do I have the authority to shape outcomes, or am I just carrying someone else's decisions?"

If the answer isn’t clear, you may want to dig deeper.
Because influence isn’t guaranteed, it's built on clear, visible authority.