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dc.contributor.authorPilkienė, Margarita
dc.contributor.authorAlonderienė, Raimonda
dc.contributor.authorChmieliauskas, Alfredas
dc.contributor.authorŠimkonis, Saulius
dc.contributor.authorMüller, Ralf
dc.date.accessioned2018-10-02T11:21:22Z
dc.date.available2018-10-02T11:21:22Z
dc.date.created2018-07-21T18:29:07Z
dc.date.issued2018
dc.identifier.citationInternational Journal of Project Management. 2018, 36 (7), 913-924.nb_NO
dc.identifier.issn0263-7863
dc.identifier.issn1873-4634
dc.identifier.urihttp://hdl.handle.net/11250/2565797
dc.description.abstractUsing the framework of balanced leadership in projects, we explore how horizontal leadership is governed. Previous research in project governance has focused on control and trust as the main mechanisms of governance. We apply this approach to the leadership field and investigate the nature of governance of temporary horizontal leaders in projects through contextual enablers, mechanisms, structures, practices and process. We argue that control and trust unfolds in particular combinations of the above items. Based on a study of different projects in Lithuania, we provide insights and discuss characteristics of trust and control, as exercised in the governance of horizontal leadership.nb_NO
dc.language.isoengnb_NO
dc.publisherElseviernb_NO
dc.titleThe governance of horizontal leadership in projectsnb_NO
dc.title.alternativeThe governance of horizontal leadership in projectsnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber913-924nb_NO
dc.source.volume36nb_NO
dc.source.journalInternational Journal of Project Managementnb_NO
dc.source.issue7nb_NO
dc.identifier.doi10.1016/j.ijproman.2018.06.002
dc.identifier.cristin1598203
dc.description.localcode1, Forfatterversjonnb_NO
cristin.unitcode158,4,0,0
cristin.unitnameInstitutt for ledelse og organisasjon
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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