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Full Description
A new theory of balanced leadership in projects
Leadership is not static. Instead, authority in projects shifts dynamically between project managers, individual team members, and sub-teams, depending on the situation. Leadership may be exercised through a vertical, horizontal, shared, or distributed leadership approach. However, balanced leadership ensures the best suitable approach is used in any given situation.
Based on an award-winning global program of research studies, Balanced Leadership is a thorough investigation of balanced leadership in projects. Ralf Müller, Nathalie Drouin, and Shankar Sankaran present a project-specific leadership approach as well as a theory of balanced leadership, and the situations in which different strategies are required. They also outline the five building blocks that enable balanced leadership: nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, and leadership transition. The book explains the coordination of these building blocks through the socio-cognitive space shared by project manager and team. Using real-life case studies and clear examples, this book offers a new way of considering and utilizing dynamic leadership in project settings.
Contents
List of Figures
List of Tables
List of Boxes
Preface
Chapter 1: Introduction
Chapter 2: Horizontal Leadership and its Scenarios
Chapter 3: A Theory of Balanced Leadership
Chapter 4: Nomination
Chapter 5: Identification
Chapter 6: Selection and Empowerment
Chapter 7: Empowered Leadership and its Governance
Chapter 8: Leadership Transition
Chapter 9: Coordination Through the Socio-Cognitive Space
Chapter 10: Balanced Leadership Case Study: Transport for New South Wales, Australia
Chapter 11: Balanced Leadership Case Studies: Two Canadian Projects and Their Socio-Cognitive Space
Chapter 12: The Way Ahead
References
Index
