Kortantamer, D. orcid.org/0000-0002-6343-7870 (2024) A Balancing Act of Leadership: The Practice of Shaping the Direction of a Project Portfolio. Project Management Journal. ISSN 8756-9728
Abstract
This article explores the practice of shaping the project portfolio direction through the lens of leadership. Focusing on a public setting, it uncovers three interrelated activities: developing ownership, networking, and de-personalizing. These activities can be accomplished through continuous balancing of substantive–symbolic and visible–subtle acts, institutional structures and their improvisations, and hierarchical and distributed leadership. The article contributes to (1) the project portfolio management literature by offering the concept of hybrid leadership and insights into the alignment of diverse stakeholder interests and worldviews, and (2) to the leadership literature by critiquing the leadership-as-practice movement and advancing explanations of the interplay between hierarchical and distributed leadership.
Metadata
Item Type: | Article |
---|---|
Authors/Creators: |
|
Copyright, Publisher and Additional Information: | © 2024 by Project Management Institute, Inc. This is an author produced version of an article published in the Project Management Journal. Uploaded in accordance with the publisher's self-archiving policy. |
Keywords: | leadership, project portfolio management, institutional and organizational context |
Dates: |
|
Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Engineering & Physical Sciences (Leeds) > School of Civil Engineering (Leeds) |
Depositing User: | Symplectic Publications |
Date Deposited: | 01 Feb 2024 11:46 |
Last Modified: | 15 Mar 2024 15:21 |
Status: | Published online |
Publisher: | Sage Publications |
Identification Number: | 10.1177/8756972824123233 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:208560 |