IT Project Manager -- the personality?

In this essay, I attempt to enumerate the qualities that are needed in an IT project manager.

1. A person who asks Q, and keeps asking until he is satisfied.
The most important aspect of the project manager is his insatiable appetite to seek "correct and complete" As to his Qs. Further, the PM should know when he is not satisfied with the As. In that case, he should either put him Q differently, or put his Q to a different (and maybe more-appropriate) person.

2. A person who tells the answers to all stakeholders -- programmers, testers, designers, marketers, customer support engineers, etc.
It is quite natural that the PM thinks that he has all the Qs, and the "correct and complete" As to those Qs. But this may be a myth. And hence, it is important for him to share the Qs, As, and source of those As, to all stakeholders of the project. The PM should give equal importance to everyone contributing to the project, be it a programmer, a tester, or a user-manual writer, or anyone else. This gives everyone a sense of ownership to the project, and may take one's productivity and commitment to an altogether high level.

3. A person who trusts people (by default) and is trustworthy.
A project manager is a leader. He is the CEO of the project, and his ultimate goal is to make the project, and everyone that contributes to the project, as successful as possible. This may happen only when the stakeholders trust him, and he trust them in return. He should be genuinely interested in the success of all, and should resolutely believe that everyone is putting one's best effort for the success of the project.

4. A person who is honest -- if he does not know the A to a Q, he says so; asks for help.
Most often, I find people giving airy-fair As to Qs that they don't understand, lest know the As. A project manager needs to be honest to his ignorance, and acknowledge the same, thereby helping himself to know more. He needs to be wise enough to realize that by acknowledging his mistakes and his ignorance, he will enable himself to learn.

5. A person who is confident, yet doubtful.
He should confident about himself, the project, and his team. But, at the same time, he should be skeptical of the success of the project, about the application of Murphy's Law. The skepticism will help him stay on his toes, and watch out for any impediment.

6. A person who does not "assume" things.
Enough of what personality traits a PM should have, now let's talk about traits that a PM should not have. It is important for a PM not to assume anything, just anything, be it the role that a resource plays in the project, be it the success-criteria, or be it envisaging that everything may go wrong. It is important for him to ask Qs from his people, and ensure that no one is making any assumption either.