A theory framework for balancing vertical and horizontal leadership in projects

Publication Type:
Journal Article
International Journal of Project Management, 2018, 36 (1), pp. 83 - 94
Issue Date:
Filename Description Size
Theory.pdfPublished Version520.22 kB
Adobe PDF
Full metadata record
© 2017 Elsevier Ltd, APM and IPMA This paper develops a framework for understanding the interaction between person-centered leadership by project managers (a.k.a. vertical leadership (VLS)) and team-centered leadership by individuals in the project team (a.k.a. horizontal leadership (HSL)). It builds on Archer's Realist Social Theory and its morphogenetic cycle, which describes the interaction of structure with agency for task fulfillment and the resulting reshaping (morphogenesis) or continuation (morphostasis) of structure for subsequent iterations of the cycle. Data were collected globally in 33 case studies with 166 interviews and analyzed using Alvesson's Constructing Mystery technique. A theory about the cycles and events that shape the interaction between VLS and HLS is developed, which includes events such as nomination, identification, selection, execution and governance, as well as transitioning. Managerial and theoretical implications are discussed.
Please use this identifier to cite or link to this item: