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An exploratory study to comprehend balanced project leadership and how temporary (horizontal) leaders are identified

Peavoy, David (2018) An exploratory study to comprehend balanced project leadership and how temporary (horizontal) leaders are identified. Masters thesis, Dublin, National College of Ireland.

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Abstract

The identification of temporary (horizontal) leaders is a difficult proposition for project managers. In the absence of knowledge or lack of skill, project managers tend to identify and empower reliable team members to temporarily lead aspects or phases of a project (Müller, et al., 2017B; Redick, et al., 2014). An appointment to a temporary leadership position on a project is often the first formal step into a project management role (Cox, Pearce & Perry, 2003).

Prior to the Balanced Project Leadership Framework (Müller, et al., 2017A) and the Chinese study of Müller, et al., (2017B), research was lacking for demonstrating the benefits of using temporary (horizontal) leaders on complex projects. The concept of balanced project leadership is still in its infancy with diminutive evidence to ratify it as a reliable method of project leadership. Using the second event (identification) of the Balanced Project Leadership Framework, Müller, et al., (2017B) created three themes demonstrating how horizontal leaders are identified. Additional to the author conducting similar research, the fourth event (governance) of the Balanced Project Leadership Framework will also be examined based on the recommendation by Müller, et al., (2017A) to further develop the framework.

Based on first order responses and second order construct findings (Miles, et al., 2014), the researcher presents a new holistic framework, illustrating how horizontal leaders can be identified, governed and lead projects to success. The findings will demonstrate how organisations can save on cost by implementing approriate organisational structures, internal human recourse capabilities and a culture that is hospitable to projects and change. The author also considers the new framework favourable for both academics and future project leaders to use as a guide for understanding the expectations and requirements for being a successful project leader.

Item Type: Thesis (Masters)
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management
H Social Sciences > HM Sociology > Leadership
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Leadership
Divisions: School of Business > Master of Science in Management
Depositing User: CAOIMHE NI MHAICIN
Date Deposited: 31 Oct 2018 14:27
Last Modified: 31 Oct 2018 14:27
URI: http://trap.ncirl.ie/id/eprint/3375

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