01391nam a22001217a 4500008004100000100002700041245009600068260003200164300003200196520091900228650009001147773003201237250520b           ||||| |||| 00| 0 eng d  a  Kortantamer, Dicle    aA balancing act of leadership: The practice of shaping the direction of a project portfolio  aProject Management Journal   a55(6), Dec, 2024: p.626-649  aThis 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.- Reproduced 


https://journals.sagepub.com/doi/full/10.1177/87569728241232336
  aLeadership, Project portfolio management, Institutional and organizational context.    aProject Management Journal