Enriching the concept of authentic leadership in project-based organisations through the lens of life-stories and self-identities

Natalya Sergeeva, Dicle Kortantamer

    Research output: Contribution to journalArticlepeer-review

    Abstract

    The tendency to present authentic leadership as a set of project manager attributes (e.g., characteristics, behaviours, competencies) limits the potential of this concept to help address the challenges of contemporary projects. Using the lens of self-identity and drawing on life-story interviews with Chief Executive Officers (CEOs) of public project-based organisations in the UK construction industry, this paper offers an enrichment of the authentic leadership concept that takes into account situated nuances and struggles encountered in the lived experiences of leaders. The findings reveal a dialogical process between more coherent narratives and personalised stories articulated by the leaders, continued interweaving stories of self and the context, and ongoing efforts to cope with relational anxieties, authenticity and self-identity struggles. It is shown that these processes are situated in cultural values, roles, institutionalised views of leadership and the broader context, and shape the contextual conditions for project work.
    Original languageEnglish
    Pages (from-to)815-825
    Number of pages11
    JournalInternational Journal of Project Management
    Volume39
    Issue number7
    DOIs
    Publication statusPublished - 17 Sep 2021

    Keywords

    • Authentic leadership
    • Narratives
    • Project-based organisations
    • Self-identities
    • Stories

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