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Project Leadership in Multi-Project Settings: Findings from a Critical Incident Study
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science (closed 20130101).ORCID iD: 0000-0002-7129-5040
2008 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 26, no 4, 338-347 p.Article in journal (Refereed) Published
Abstract [en]

This paper identifies and analyzes critical incidents that project leaders – working in multi-project settings – encounter in their daily work. The empirical base for the paper is data on 48 critical incidents collected using a version of the critical incident technique. Results show that the most frequent issues with which project leaders deal are: technical difficulties, dyadic leadership and group dynamics, followed by consultant, client, and peer relations. Moreover, on the basis of a categorisation of project leader roles, in terms of management/leadership and external/internal roles, a framework that is referred to as the Overall-Project-Leader-Role framework, has been developed and related to the empirical findings.

Place, publisher, year, edition, pages
Elsevier, 2008. Vol. 26, no 4, 338-347 p.
National Category
Engineering and Technology Social Sciences
Identifiers
URN: urn:nbn:se:kth:diva-51324DOI: 10.1016/j.ijproman.2007.06.005Scopus ID: 2-s2.0-43849086312OAI: oai:DiVA.org:kth-51324DiVA: diva2:463867
Note

QC 20150727

Available from: 2011-12-12 Created: 2011-12-12 Last updated: 2017-12-08Bibliographically approved

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Kaulio, Matti

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