A multi-level model of leadership in complex project management
Pisarski, Anne, Ashkanasy, Neal, Zolin, Roxanne, Hatcher, Caroline A., Mazur, Alicia, & Chang, Artemis (2011) A multi-level model of leadership in complex project management. In 25th Annual Australian and New Zealand Academy of Management Conference: The Future of Work and Organisations, 7-9 December 2011, Wellington, New Zealand.
Management (or perceived mismanagement) of large-scale, complex projects poses special problems and often results in spectacular failures, cost overruns, time blowouts and stakeholder dissatisfaction. While traditional project management responds with increasingly administrative constraints, we argue that leaders of such projects also need to display adaptive and enabling behaviours to foster adaptive processes, such as opportunity recognition, which requires an interaction of cognitive and affective processes of individual, project, and team leader attributes and behaviours. At the core of this model we propose is an interaction of cognitive flexibility, affect and emotional intelligence. The result of this interaction is enhanced leader opportunity recognition that, in turn,
facilitates multilevel outcomes.
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|Item Type:||Conference Paper|
|Keywords:||Multi-level Model of Leadership, Complex Project Management|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Behaviour (150311)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School|
Current > Schools > School of Management
|Copyright Owner:||Copyright 2011 Please consult the authors.|
|Deposited On:||12 Jan 2012 17:32|
|Last Modified:||13 Jan 2012 22:30|
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