A theory framework for balancing vertical and horizontal leadership in projects

Müller, Ralf; Sankaran, Shankar; Drouin, Nathalie; Vaagaasar, Anne Live; Bekker, M.C.; Jain, Karuna

doi:10.1016/j.ijproman.2017.07.003

Cited by 81 publications

(95 citation statements)

References 32 publications

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“…Team empowerment occurs, thus, when organizational leaders transfer authority to teams to accomplish team goals (Sharma and Kirkman, 2015), and this type of leadership continues to be in high demand due to the continued democratization of formal organizations in societies becoming rapidly industrialized. (Hoch and Dulebohn, 2017;Muller, Sankaran, Drouin, Vaagaasar, Bekker, and Jain, 2018;Wong and Giessner, 2018).…”

Section: Consequences Of Lack Of Precise Definitionsmentioning

confidence: 99%

A View of Managership and Leadership from 30,000 Feet

Muczyk

Adler

2019

jcim

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To the extent that there is considerable ambiguity and overlap when it comes to defining the managership and leadership constructs and their components, progress in advancing the field has appreciably slowed; but the frustration of scholars and practitioners is not abated. Hence, what is needed is a good faith effort to take a look at these constructs from 30,000 feet in order to get a better view of the ambiguities and overlaps which are harder to detect from the ground level. Such an effort invariably requires an historical perspective. Precise definitions of management and leadership constructs are necessary so that researchers possess adequate constructs required for formulating testable hypotheses. Moreover, international and American scholars need to be on the same page. Until that is accomplished, progress in advancing the field will continue to be stymied. Toward that end, this effort attempts to identify the ambiguities and overlaps and proposes tentative solutions.

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Section: Consequences Of Lack Of Precise Definitionsmentioning

confidence: 99%

A View of Managership and Leadership from 30,000 Feet

Muczyk

Adler

2019

jcim

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“…In a project management environment, different skills are needed at different points in the project life cycle. Shared leadership is practised when leadership is transferred between those with the required skills, as dictated by either environmental demands or the developmental stage of the team at any given time [6], [13]. When the situation warrants it, team members step forward and provide the required leadership, and then step back to allow others to assume the leadership role [14].…”

Section: Shared Leadershipmentioning

confidence: 99%

“…Team members take on the leadership role in a project on behalf of the project manager (vertical leader) based on their skills that are needed at a certain point in time [5]. The role of the vertical leader is constantly to maintain horizontal leadership by keeping the general vision and direction, prompting the shift of leadership from vertical leadership to horizontal leadership by involving the team in the quest for solutions, and managing the fairness of the leadership assignments [6]. Horizontal leadership is enabled through empowerment by the project manager and executed through self-management by the team [6].…”

Section: Horizontal Leadershipmentioning

confidence: 99%

“…According to Müller et al [6], studies on balanced leadership are limited, and are not linked to a general framework that would allow researchers to hypothesise and practitioners to use it intentionally for the advantage of their projects.…”

Section: 5mentioning

confidence: 99%

“…Two major streams have developed: shared leadership, and vertical leadership. The concept of horizontal leadership has been investigated to some extent [3,4,5,6,7]. Traditionally, research has taken a person-centred approach to project leadership by highlighting the role of the project manager in accomplishing project outcomes, while the current focus is more on shared leadership within the project team [3].…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Exploring Project-Related Factors That Influence Leadership Styles and Their Effect on Project Performance: A Conceptual Framework

Pretorius

Steyn

Bond-Barnard

2017

SAJIE

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It is widely accepted that project leaders should adapt their behaviour to meet the unique leadership demands of a variety of situations. Recently, vertical, shared, and horizontal styles of leadership have gained prominence, especially in the project management literature. Several factors are believed to play a role in determining an appropriate balance between these leadership styles. This theoretical study explores the influence of project types, the stage in the project life cycle, organisational project management maturity, and the level of trust and collaboration between project team members on the appropriate balance of leadership styles in projects. This paper presents a conceptual framework of these factors, while empirical results will be reported on in the sequel to this paper. OPSOMMINGDit word wyd aanvaar dat leiers hulle gedrag by spesifieke situasies moet aanpas sodat die unieke leierskapvereistes wat aan hulle gestel word nagekom kan word. Vertikale, gedeelde en horisontale leierskap style is deesdae op die voorgrond, veral in projekbestuur literatuur. Verskeie faktore speel 'n rol in die bepaling van 'n geskikte balans tussen hierdie leierskapstyle. Die faktore sluit in die tipe projek, die stadium in die projeklewensiklus, die projekbestuurvolwassenheid van die organisasie, en die vlak van vertroue en samewerking tussen mense binne die projek. Hierdie artikel stel 'n konseptuele raamwerk van hierdie faktore voor, terwyl empiriese uitslae in 'n opvolgartikel gerapporteer sal word.

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Leadership and Ethics in Social Media

Kvalnes

2020

Digital Dilemmas

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A theory framework for balancing vertical and horizontal leadership in projects

Cited by 81 publications

References 32 publications

A View of Managership and Leadership from 30,000 Feet

A View of Managership and Leadership from 30,000 Feet

Exploring Project-Related Factors That Influence Leadership Styles and Their Effect on Project Performance: A Conceptual Framework

Leadership and Ethics in Social Media

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