A Multi-Level Model of Leadership in Complex Project Management

Anne Pisarski; Neal Ashkanasy; Roxanne Zolin; Caroline Hatcher; Alicia Gilchrist; Artemis Chang

A Multi-Level Model of Leadership in Complex Project Management

Anne Pisarski, Neal Ashkanasy, Roxanne Zolin, Caroline Hatcher, Alicia Gilchrist, Artemis Chang

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › peer-review

Abstract

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.

Original language	English
Title of host publication	Abusive Supervision and Subordinate's Outcomes. The Moderating role of Power Distance BEST DOCTORAL PAPER AWARD and INTERNATIONAL MANAGEMENT STREAM AWARD
Editors	Kevin Voges
Place of Publication	Wellington New Zealand
Publisher	Australian and New Zealand Academy of Management (ANZAM)
Number of pages	22
Edition	Peer Reviewed
ISBN (Print)	9781877040870
Publication status	Published - 2011
Event	Annual Conference of the Australian and New Zealand Academy of Management (ANZAM 2011) - Wellington New Zealand, New Zealand Duration: 1 Jan 2011 → … http://www.anzam.org/

Conference

Conference	Annual Conference of the Australian and New Zealand Academy of Management (ANZAM 2011)
Country/Territory	New Zealand
Period	1/01/11 → …
Other	December 7-9 2011
Internet address	http://www.anzam.org/

Cite this

Pisarski, A., Ashkanasy, N., Zolin, R., Hatcher, C., Gilchrist, A., & Chang, A. (2011). A Multi-Level Model of Leadership in Complex Project Management. In K. V. (Ed.), Abusive Supervision and Subordinate's Outcomes. The Moderating role of Power Distance BEST DOCTORAL PAPER AWARD and INTERNATIONAL MANAGEMENT STREAM AWARD (Peer Reviewed ed.). Australian and New Zealand Academy of Management (ANZAM).

Pisarski, Anne ; Ashkanasy, Neal ; Zolin, Roxanne et al. / A Multi-Level Model of Leadership in Complex Project Management. Abusive Supervision and Subordinate's Outcomes. The Moderating role of Power Distance BEST DOCTORAL PAPER AWARD and INTERNATIONAL MANAGEMENT STREAM AWARD. editor / Kevin Voges. Peer Reviewed. ed. Wellington New Zealand : Australian and New Zealand Academy of Management (ANZAM), 2011.

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abstract = "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.",

author = "Anne Pisarski and Neal Ashkanasy and Roxanne Zolin and Caroline Hatcher and Alicia Gilchrist and Artemis Chang",

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editor = "{Kevin Voges}",

booktitle = "Abusive Supervision and Subordinate's Outcomes. The Moderating role of Power Distance BEST DOCTORAL PAPER AWARD and INTERNATIONAL MANAGEMENT STREAM AWARD",

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Pisarski, A, Ashkanasy, N, Zolin, R, Hatcher, C, Gilchrist, A & Chang, A 2011, A Multi-Level Model of Leadership in Complex Project Management. in KV (ed.), Abusive Supervision and Subordinate's Outcomes. The Moderating role of Power Distance BEST DOCTORAL PAPER AWARD and INTERNATIONAL MANAGEMENT STREAM AWARD. Peer Reviewed edn, Australian and New Zealand Academy of Management (ANZAM), Wellington New Zealand, Annual Conference of the Australian and New Zealand Academy of Management (ANZAM 2011), New Zealand, 1/01/11.

A Multi-Level Model of Leadership in Complex Project Management. / Pisarski, Anne; Ashkanasy, Neal; Zolin, Roxanne et al.
Abusive Supervision and Subordinate's Outcomes. The Moderating role of Power Distance BEST DOCTORAL PAPER AWARD and INTERNATIONAL MANAGEMENT STREAM AWARD. ed. / Kevin Voges. Peer Reviewed. ed. Wellington New Zealand: Australian and New Zealand Academy of Management (ANZAM), 2011.

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › peer-review

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AU - Hatcher, Caroline

AU - Gilchrist, Alicia

AU - Chang, Artemis

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PY - 2011

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N2 - 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.

AB - 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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BT - Abusive Supervision and Subordinate's Outcomes. The Moderating role of Power Distance BEST DOCTORAL PAPER AWARD and INTERNATIONAL MANAGEMENT STREAM AWARD

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Pisarski A, Ashkanasy N, Zolin R, Hatcher C, Gilchrist A, Chang A. A Multi-Level Model of Leadership in Complex Project Management. In KV, editor, Abusive Supervision and Subordinate's Outcomes. The Moderating role of Power Distance BEST DOCTORAL PAPER AWARD and INTERNATIONAL MANAGEMENT STREAM AWARD. Peer Reviewed ed. Wellington New Zealand: Australian and New Zealand Academy of Management (ANZAM). 2011

A Multi-Level Model of Leadership in Complex Project Management

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