A theory framework for balancing vertical and horizontal leadership in projects

Müller, R; Sankaran, S; Drouin, N; Vaagaasar, AL; Bekker, MC; Jain, K

A theory framework for balancing vertical and horizontal leadership in projects

Müller, R Sankaran, S

Drouin, N Vaagaasar, AL Bekker, MC Jain, K

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Publication Type:: Journal Article
Citation:: International Journal of Project Management, 2018, 36 (1), pp. 83 - 94
Issue Date:: 2018-01-01

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Field	Value	Language
dc.contributor.author	Müller, R	en_US
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216	en_US
dc.contributor.author	Drouin, N	en_US
dc.contributor.author	Vaagaasar, AL	en_US
dc.contributor.author	Bekker, MC	en_US
dc.contributor.author	Jain, K	en_US
dc.date.issued	2018-01-01	en_US
dc.identifier.citation	International Journal of Project Management, 2018, 36 (1), pp. 83 - 94	en_US
dc.identifier.issn	0263-7863	en_US
dc.identifier.uri	http://hdl.handle.net/10453/123357
dc.description.abstract	© 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.	en_US
dc.relation.ispartof	International Journal of Project Management	en_US
dc.relation.isbasedon	10.1016/j.ijproman.2017.07.003	en_US
dc.subject.classification	Building & Construction	en_US
dc.title	A theory framework for balancing vertical and horizontal leadership in projects	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	36	en_US
utslib.for	1299 Other Built Environment and Design	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
utslib.copyright.status	closed_access
pubs.issue	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	36	en_US

Abstract:

© 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:

http://hdl.handle.net/10453/123357