Balanced Leadership

Balanced leadership in projects, which is the dynamic shift of authority between project manager and team members, depends on the context of the project. The book presents the building blocks for balanced leadership, the coordination mechanisms, and the situations in which different leadership approaches are required and illustrates these elements through real-life case studies. Through that, the book provides a new leadership theory that is specific for project settings.

Ralf Müller, DBA, MBA, PMP, is Professor of Project Management at BI Norwegian Business School, and Adjunct Professor at University of Technology Sydney, and Dalian University of Technology in China. He is Editor-in-Chief of the Project Management Journal and a Fellow of both the Project Management Institute (PMI®) and the Centre for Excellence in Project Management. Before joining academia, he spent 30 years in the industry consulting with large enterprises and governments in more than 50 different countries for better project management and governance. He also held related line management positions, such as the Worldwide Director of Project Management at NCR Corporation.
Nathalie Drouin, PhD, MBA, LL.B. is the Executive Director of KHEOPS, an International Research Consortium on the Governance of Large Infrastructure Projects, the Editor-in-Chief of the International Journal of Managing Projects in Business, a full professor at the Department of Management, École des
Sciences de la gestion, Université du Québec à Montréal (ESG UQAM), Adjunct Professor at University of Technology Sydney (UTS), Australia, and Associate Researcher at École nationale d'administration publique (ENAP), Canada. She teaches initiation and strategic management of projects in the Graduate Project Management Programs at ESG UQAM.
Shankar Sankaran, PhD, M., Eng., BSc, DMIT PMP®, MIEAust, CPEng., is Professor of Organizational Project Management in the School of the Built Environment at the University of Technology Sydney, Australia where he is also a core researcher of the Centre of for Informatics Research and Innovation (CiRi). Shankar worked in industry for several years starting as an instrument engineer and moving on to become a project manager, operations manager, and director at Yokogawa Electric Asia in Singapore before entering academia. Shankar is the current Chair of the Global Accreditation Centre of the Project Management Institute, Past President of the International
Society for the Systems Sciences, and committee member of the College of Leadership and Management at Engineers Australia.

List of Figures
List of Tables
List of Boxes
Preface
Chapter 1: Introduction
Chapter 2: Horizontal Leadership and its Scenarios
Chapter 3: A Theory of Balanced Leadership
Chapter 4: Nomination
Chapter 5: Identification
Chapter 6: Selection and Empowerment
Chapter 7: Empowered Leadership and its Governance
Chapter 8: Leadership Transition
Chapter 9: Coordination Through the Socio-Cognitive Space
Chapter 10: Balanced Leadership Case Study: Transport for New South Wales, Australia
Chapter 11: Balanced Leadership Case Studies: Two Canadian Projects and Their Socio-Cognitive Space
Chapter 12: The Way Ahead
References
Index