Balanced leadership: A new perspective of leadership in organizational project management

Müller, R; Packendorff, J; Sankaran, S

Balanced leadership: A new perspective of leadership in organizational project management

Müller, R Packendorff, J Sankaran, S

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Publisher:: Cambridge University Press
Publication Type:: Chapter
Citation:: Cambridge Handbook of Organizational Project Management, 2017, 1st, pp. 186-199
Issue Date:: 2017

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Field	Value	Language
dc.contributor.author	Müller, R
dc.contributor.author	Packendorff, J
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216
dc.contributor.editor	Sankaran, S https://orcid.org/0000-0001-5485-6216
dc.contributor.editor	Müller, R
dc.contributor.editor	Drouin, N
dc.date.accessioned	2020-05-19T07:03:16Z
dc.date.available	2020-05-19T07:03:16Z
dc.date.issued	2017
dc.identifier.citation	Cambridge Handbook of Organizational Project Management, 2017, 1st, pp. 186-199
dc.identifier.isbn	9781107157729
dc.identifier.uri	http://hdl.handle.net/10453/140821
dc.description.abstract	This chapter addresses a new perspective towards leadership, that of balanced leadership in organizational project management. The chapter starts with an overview of existing theoretical perspectives of leadership and leaders, where we introduce the distinction between leadership intent as an intra-personal process and practiced leadership as an inter-personal process of influencing. We discuss some of the popular theories in light of this distinction. Then we address the need for balanced leadership, which we propose as the temporary adjustment of leadership exercised by the project manager (vertical leadership) with leadership by one or several team members (horizontal leadership), and the situational particularities that emphasize the appropriateness of one approach over the other. We subsequently develop a four-step process of selecting, enabling, exercising, and controlling for balanced leadership and outline the intra and inter-personal activities for vertical and horizontal leaders in each of these steps. This provides an in-depth overview of the type and scope of inter and intra-personal leadership activities and their synchronization needs for coordinated balanced leadership to happen. Readers learn to look at leadership in and across projects as a combination of horizontal and vertical approaches, distributed in a coordinated way between vertical and horizontal leaders in organizational project management.
dc.format.extent	25
dc.language	en
dc.publisher	Cambridge University Press
dc.relation.ispartof	Cambridge Handbook of Organizational Project Management
dc.relation.isbasedon	10.1017/9781316662243
dc.rights	info:eu-repo/semantics/restrictedAccess
dc.title	Balanced leadership: A new perspective of leadership in organizational project management
dc.type	Chapter
utslib.for	1503 Business and Management
utslib.citation.edition	1st
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney
utslib.copyright.status	closed_access	*
pubs.consider-herdc	true
dc.date.updated	2020-05-19T07:03:08Z
pubs.edition	1st
pubs.place-of-publication	Cambridge
pubs.publication-status	Published
utslib.start-page	186
dc.location	Cambridge

Abstract:

This chapter addresses a new perspective towards leadership, that of balanced leadership in organizational project management. The chapter starts with an overview of existing theoretical perspectives of leadership and leaders, where we introduce the distinction between leadership intent as an intra-personal process and practiced leadership as an inter-personal process of influencing. We discuss some of the popular theories in light of this distinction. Then we address the need for balanced leadership, which we propose as the temporary adjustment of leadership exercised by the project manager (vertical leadership) with leadership by one or several team members (horizontal leadership), and the situational particularities that emphasize the appropriateness of one approach over the other. We subsequently develop a four-step process of selecting, enabling, exercising, and controlling for balanced leadership and outline the intra and inter-personal activities for vertical and horizontal leaders in each of these steps. This provides an in-depth overview of the type and scope of inter and intra-personal leadership activities and their synchronization needs for coordinated balanced leadership to happen. Readers learn to look at leadership in and across projects as a combination of horizontal and vertical approaches, distributed in a coordinated way between vertical and horizontal leaders in organizational project management.

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http://hdl.handle.net/10453/140821