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This is the published version of a paper presented at 11th conference of the International Research Network on Organizing by Projects (IRNOP); Oslo, Norway, 17-19 June, 2013.
Citation for the original published paper:
Crevani, L., Lindgren, M., Packendorff, J. (2013) Towards process studies of project leadership.
In:
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Permanent link to this version:
http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-123345
Towards process studies of project leadership
Lucia Crevani, Monica Lindgren and Johann Packendorff 1
KTH Royal Institute of Technology
School of Industrial Engineering and Management
Stockholm, Sweden
Paper for the 11 th conference of the International Research Network on Organizing by Projects (IRNOP), June 17-19 2013, Oslo, Norway.
0. Abstract
In this paper, we draw on current research in the general field of leadership studies in order to suggest that process perspectives are relevant and rewarding for inquiry into project leadership. Departing from a process ontology we argue that project leadership can be studied as series of social activities and events in which actors, projects and organizational contexts are all in constant an mutually interacting flux, rather than as traits, styles and competences of individual project managers. From such a perspective, project leadership is seen as the ongoing social production of direction through construction and re-construction of actors’ space of action. This involves processes of continuous construction and re- construction of (1) past project activities and events, (2) positions and areas of responsibility related to the project, (3) discarded, ongoing and future issues to be dealt with in the project, and (4) temporal rhythm and pace. Drawing on an in-depth ethnographic case study of an organizational change project, we show how the space of action and hence the
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