{"title":"A Balancing Act of Leadership: The Practice of Shaping the Direction of a Project Portfolio","authors":"Dicle Kortantamer","doi":"10.1177/87569728241232336","DOIUrl":null,"url":null,"abstract":"This article explores the practice of shaping the project portfolio direction through the lens of leadership. Focusing on a public setting, it uncovers three interrelated activities: developing ownership, networking, and de-personalizing. These activities can be accomplished through continuous balancing of substantive–symbolic and visible–subtle acts, institutional structures and their improvisations, and hierarchical and distributed leadership. The article contributes to (1) the project portfolio management literature by offering the concept of hybrid leadership and insights into the alignment of diverse stakeholder interests and worldviews, and (2) to the leadership literature by critiquing the leadership-as-practice movement and advancing explanations of the interplay between hierarchical and distributed leadership.","PeriodicalId":47967,"journal":{"name":"Project Management Journal","volume":"135 1","pages":""},"PeriodicalIF":5.1000,"publicationDate":"2024-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Project Management Journal","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1177/87569728241232336","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
Abstract
This article explores the practice of shaping the project portfolio direction through the lens of leadership. Focusing on a public setting, it uncovers three interrelated activities: developing ownership, networking, and de-personalizing. These activities can be accomplished through continuous balancing of substantive–symbolic and visible–subtle acts, institutional structures and their improvisations, and hierarchical and distributed leadership. The article contributes to (1) the project portfolio management literature by offering the concept of hybrid leadership and insights into the alignment of diverse stakeholder interests and worldviews, and (2) to the leadership literature by critiquing the leadership-as-practice movement and advancing explanations of the interplay between hierarchical and distributed leadership.
期刊介绍：
Project Management Journal (PMJ) is the academic and research journal of the Project Management Institute and features state-of-the-art research, techniques, theories, and applications in project management.
Projects represent a growing population of human activity in large, small, private, and public organizations. Projects are used to execute and sustain today's organizational activities. They play a fundamental role as the engine of tomorrow's innovation, value creation, and strategic change. However, projects often fail to deliver their promise.
PMJ addresses these multiple challenges and opportunities by encouraging the development and application of novel theories, concepts, frameworks, research methods, and designs. PMJ embraces contributions both from within and beyond project management to augment and transform theory and practice.
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