01575nam a22001577a 4500999001900000008004100019100003400060245009600094260003200190300003200222520091900254650009701173773003201270942000701302952010801309  c529988d529988250520b           ||||| |||| 00| 0 eng d  a  Kortantamer, Dicle  953336  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.  953337  aProject Management Journal   cAR  00102ddc40709405174aIIPAbIIPAd2025-05-20h55(6), Dec, 2024: p.626-649pAR1358815r2025-05-20yAR