Practical wisdom for leading projects; The case of early warning signs

Graham M. Winch , Sara Hajikazemi
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引用次数: 0

Abstract

Every project leader has at some point in their career confronted a puzzling situation where they have had to make a difficult judgement. Such situations are often challenging, as they have to do with the ways leaders relate themselves towards an event, as a whole person, rather than merely a cartesian intellect. Under such circumstances, how can project leaders practically perform activities which are described as “wise” or “well-judged”? While this assessment is among the most difficult to attain, research shows that such “practical wisdom”, or phronêsis, is one of the most important features in leaders’ roles. We will explore “practical wisdom” in decision-making under uncertainty in the context of projects by taking the case of early warning signs (EWS) of impending threats to the delivery of the project objectives. We will do this by taking a leader-problem solver perspective on leadership as applied to a recent functional model of project leadership – the Project Leadership Model (PLM). Our contribution in this conceptual theory adaptation paper will be first to introduce the concept of phronêsis to leadership research in project organizing and, second, to develop the judging dimension of the PLM to incorporate this new perspective.
领导项目的实践智慧;案件的早期预警信号
每个项目负责人在其职业生涯的某个时刻都遇到过令人困惑的情况,他们不得不做出艰难的判断。这种情况通常具有挑战性,因为它们与领导者将自己作为一个整体与事件联系起来的方式有关,而不仅仅是笛卡尔式的智力。在这种情况下,项目负责人如何实际执行被描述为“明智”或“判断良好”的活动?虽然这种评估是最难获得的,但研究表明,这种“实践智慧”(或phronêsis)是领导者角色中最重要的特征之一。我们将以项目目标交付面临威胁的早期预警信号(EWS)为例,探讨在不确定的项目背景下决策的“实践智慧”。我们将通过将领导者-问题解决者的视角应用于最近的项目领导功能模型-项目领导模型(PLM)来做到这一点。在这篇概念理论改编论文中,我们的贡献首先是将phronêsis的概念引入到项目组织的领导力研究中,其次,开发PLM的判断维度,以纳入这一新的视角。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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CiteScore
6.70
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