Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 973-984 |
| Journal | International journal of project management |
| Volume | 33 |
| Issue number | 5 |
| DOIs | |
| Publication status | Published - 2015 |
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Choosing Your Words Carefully: Leaders' Narratives of Complex Emergent Problem Resolution. / Havermans, L.A.; Keegan, A.E.; Den Hartog, D.N.
In: International journal of project management, Vol. 33, No. 5, 2015, p. 973-984.Research output: Contribution to Journal › Article › Academic › peer-review
TY - JOUR
T1 - Choosing Your Words Carefully: Leaders' Narratives of Complex Emergent Problem Resolution
AU - Havermans, L.A.
AU - Keegan, A.E.
AU - Den Hartog, D.N.
PY - 2015
Y1 - 2015
N2 - As leaders, project and program managers use language as a vital tool in shaping their projects and programs. The ways in which leaders frame issues through their use of language impacts on how these issues are approached and resolved by members of the project team. In this study we explore the narratives of project and program managers in complex emergent problem resolution. We analyze interview data to show the storylines leaders construct regarding which groups are more or less important and the tensions between these groups, whether they frame the impact of outsiders as positive or negative, and how they portray the role of conflicting perspectives in problem resolution. We discuss the practical implications arising from our analysis of leadership narratives in the management of projects, the limitations of the current study and opportunities for future research.
AB - As leaders, project and program managers use language as a vital tool in shaping their projects and programs. The ways in which leaders frame issues through their use of language impacts on how these issues are approached and resolved by members of the project team. In this study we explore the narratives of project and program managers in complex emergent problem resolution. We analyze interview data to show the storylines leaders construct regarding which groups are more or less important and the tensions between these groups, whether they frame the impact of outsiders as positive or negative, and how they portray the role of conflicting perspectives in problem resolution. We discuss the practical implications arising from our analysis of leadership narratives in the management of projects, the limitations of the current study and opportunities for future research.
U2 - 10.1016/j.ijproman.2015.01.001
DO - 10.1016/j.ijproman.2015.01.001
M3 - Article
VL - 33
SP - 973
EP - 984
JO - International journal of project management
JF - International journal of project management
SN - 0263-7863
IS - 5
ER -