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Empowerment: The key to horizontal leadership in project teams

Yu, Miao; Vaagaasar, Anne Live; Müller, Ralf; Wang, Linzhuo; Zhu, Fangwei
Journal article, Peer reviewed
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URI
http://hdl.handle.net/11250/2559385
Date
2018
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  • Publikasjoner fra CRIStin - BI [636]
  • Scientific articles [1722]
Original version
International Journal of Project Management. 2018, 36 (7), 992-1006.   https://doi.org/10.1016/j.ijproman.2018.04.003
Abstract
Leadership in projects can shift between the project manager (a.k.a. vertical leadership) and one or more team members (a.k.a. horizontal leadership). Our study examines the processes, dimensions, and conditions for empowerment of project team members to temporarily assume leadership of project processes. Twenty interviews were conducted in 10 organizations in China. Results show that empowerment for horizontal leadership is a 3-stage process, wherein the project manager takes justification perception and demand factors as essential conditions for his/her empowerment orientation, which in turn frames the announcement, acceptance, control, autonomy and future of horizontal leaders. Four categories of horizontal leaders were revealed, namely Deputies, Future Stars, Bench Players and Oysters. Managerial and theoretical implications are discussed.
Publisher
Elsevier
Journal
International Journal of Project Management

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