A multi-level model of leadership in complex project management


Autoria(s): Pisarski, Anne; Ashkanasy, Neal; Zolin, Roxanne; Hatcher, Caroline A.; Mazur, Alicia; Chang, Artemis
Data(s)

2011

Resumo

Management (or perceived mismanagement) of large-scale, complex projects poses special problems and often results in spectacular failures, cost overruns, time blowouts and stakeholder dissatisfaction. While traditional project management responds with increasingly administrative constraints, we argue that leaders of such projects also need to display adaptive and enabling behaviours to foster adaptive processes, such as opportunity recognition, which requires an interaction of cognitive and affective processes of individual, project, and team leader attributes and behaviours. At the core of this model we propose is an interaction of cognitive flexibility, affect and emotional intelligence. The result of this interaction is enhanced leader opportunity recognition that, in turn, facilitates multilevel outcomes.

Formato

application/pdf

Identificador

http://eprints.qut.edu.au/48021/

Relação

http://eprints.qut.edu.au/48021/1/48021.pdf

Pisarski, Anne, Ashkanasy, Neal, Zolin, Roxanne, Hatcher, Caroline A., Mazur, Alicia, & Chang, Artemis (2011) A multi-level model of leadership in complex project management. In 25th Annual Australian and New Zealand Academy of Management Conference: The Future of Work and Organisations, 7-9 December 2011, Wellington, New Zealand.

Direitos

Copyright 2011 Please consult the authors.

Fonte

QUT Business School; School of Management

Palavras-Chave #150311 Organisational Behaviour #Multi-level Model of Leadership #Complex Project Management
Tipo

Conference Paper