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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
Accepted version
Åpne
Locked until 30.06.2021 due to copyright restrictions (Låst)
Permanent lenke
http://hdl.handle.net/11250/2559385
Utgivelsesdato
2018
Metadata
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  • Publikasjoner fra CRIStin - BI [630]
  • Scientific articles [1334]
Originalversjon
International Journal of Project Management. 2018, 36 (7), 992-1006.   https://doi.org/10.1016/j.ijproman.2018.04.003
Sammendrag
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.
Utgiver
Elsevier
Tidsskrift
International Journal of Project Management

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