Alvesson, M. & Sveningsson, S. (2003). The great disappearing act: Difficulties in doing “leadership.” Leadership Quarterly, 14(3), 359–381, http://dx.doi.org/10.1016/S1048-9843(03)00031-6.Google Scholar

Bandura, A. (1977). Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215. doi:10.1037/0033-295X.84.2.191.Google Scholar

Bandura, A. (1982). Self-efficacy mechanism in human agency. American Psychologist, 37(2), 122–147. doi:10.1037/0003-066X.37.2.122.Google Scholar

Bass, B. M. (1990). Handbook of Leadership: Theory, Research and Applications. New York: Free Press.Google Scholar

Bennis, W. & Nanus, B. (1985). Leaders: The Strategies for Taking Charge. New York: Harper and Row.Google Scholar

Blomquist, T., Hällgren, M., Nilsson, A., & Söderholm, A. (2010). Project-as-practice: In search of project management research that matters. Project Management Journal, 41(1), 5–16.Google Scholar

Bolden, R. (2011). Distributed leadership in organizations: A review of theory and research. International Journal of Management Reviews, 13(3), 251–269.Google Scholar

Burke, C. S., Fiore, S. M., & Salas, E. (2003). The role of shared cognition in enabling shared leadership and team adaptability. In Pearce, C. L. & Conger, J. A. (Eds.), Shared Leadership. Thousand Oaks, CA: SAGE Publications, 103–122Google Scholar

Carroll, B., Levy, L., & Richmond, D. (2008). Leadership as practice: Challenging the competency paradigm. Leadership, 4(4), 363–379, http://dx.doi.org/10.1177/1742715008095186.Google Scholar

Cavaleri, S., & Reed, F. (2008). Leading dynamically complex projects. International Journal of Managing Projects in Business, 1(1), 71–87, http://dx.doi.org/10.1108/17538370810846423.Google Scholar

Cicmil, S., Williams, T., Thomas, J., & Hodgson, D. (2006) Rethinking project management: Researching the actuality of projects. International Journal of Project Management, 24(8), 675–686, http://dx.doi.org/10.1016/j.ijproman.2006.08.006.Google Scholar

Collinson, D. (2000). Fifty Major Philosophers. London, UK: Routledge.Google Scholar

Cope, J., Kempster, S., & Parry, K. (2011). Exploring distributed leadership in the small business context. International Journal of Management Reviews, 13(3), 270–285, http://dx.doi.org/10.1111/j.1468-2370.2011.00307.x.Google Scholar

Covey, S. R. (1992). Principle Centered Leadership. New York, Fireside.Google Scholar

Cox, J. F., Pearce, C. L., & Perry, M. L. (2003). Toward a model of shared leadership and distributed influence in the innovation process: How shared leadership can enhance new product development team dynamics and effectiveness. In Pearce, C. L. & Conger, J. A. (Eds.), Shared Leadership, Thousand Oaks, CA: SAGE Publications, 48–76.Google Scholar

Crevani, L. (2015). Relational Leadership. In Carroll, B., Ford, J., Taylor, S. (Ed.), Leadership: Contemporary Critical Perspectives, London: Sage Publications.Google Scholar

Crevani, L., Lindgren, M., & Packendorff, J. (2007). Shared leadership: A post-heroic perspective on leadership as a collective construction. International Journal of Leadership Studies, 3(1), 40–67.Google Scholar

Crevani, L., Lindgren, M., & Packendorff, J. (2010). Leadership, not leaders: On the study of leadership as practices and interactions. Scandinavian Journal of Management, 26(1), 77–86, http://dx.doi.org/10.1016/j.scaman.2009.12.003.CrossRefGoogle Scholar

Cunliffe, A.L. & Eriksen, M. (2011). Relational leadership. Human Relations, 64(11), 1425–1449.Google Scholar

Denis, J.-L., Lamothe, L., & Langley, A. (2001). The dynamics of collective leadership and strategic change in pluralistic organizations. Academy of Management Journal, 44(4), 809–837, http://dx.doi.org/10.2307/3069417.CrossRefGoogle Scholar

Denis, J. L., Langley, A., & Sergi, V. (2012). Leadership in the plural. Academy of Management Annals, 6(1), 211–283, http://dx.doi.org/10.1080/19416520.2012.667612.CrossRefGoogle Scholar

De Paoli, D., Vaagaasar, A., & Müller, R. (2013). Project leadership and work space. In Söderlund, J. & Müller, R. (Eds.), Proceedings of IRNOP XI (International Research Network for Organizing by Projects), June 16–17, 2013. Oslo, Norway.Google Scholar

Drath, W., McCauley, C., Palus, C., Van Velsor, E., O’Connor, P., & McGuire, J. (2008). Direction, alignment, commitment: Toward a more integrative ontology of leadership. Leadership Quarterly, 19(6), 635–653, http://dx.doi.org/10.1016/j.leaqua.2008.09.003.Google Scholar

Dulewicz, V. & Higgs, M. (2003). Leadership at the top: The need for emotional intelligence in organizations. International Journal of Organizational Analysis, 11(3), 194–210.Google Scholar

Dulewicz, V. & Higgs, M. (2005). Assessing leadership styles and organisational context. Journal of Managerial Psychology, 20(2), 105–123. doi:10.1108/02683940510579759.Google Scholar

Endres, S. & Weibler, J. (2016). Towards a three-component model of relational social constructionist leadership: A systematic review and critical interpretive synthesis. International Journal of Management Reviews, doi:10.1111/ijmr.12095.CrossRefGoogle Scholar

Fletcher, J. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. Leadership Quarterly, 15(5), 647–661, http://dx.doi.org/10.1016/j.leaqua.2004.07.004.Google Scholar

Gaddis, P. O. (1959). The project manager. Harvard Business Review, 1959 (May–June), 89–97.Google Scholar

Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Learning to Lead with Emotional Intelligence. Boston: Harvard Business School Press.Google Scholar

Gronn, P. (2002). Distributed leadership as a unit of analysis. Leadership Quarterly, 13(4), 423–451, http://dx.doi.org/10.1016/S1048-9843(02)00120-0.Google Scholar

Hansen, H., Ropo, A., & Sauer, E. (2007). Aesthetic leadership. The Leadership Quarterly, 18(6), 544–560. doi:10.1016/j.leaqua.2007.09.003.Google Scholar

Hauschildt, J., Keim, G., & Medcof, J. W. (2000). Realistic criteria for project manager selection and development. Project Management Journal, 31(3), 23–32.Google Scholar

Havermans, L. A., Den Hartog, D. N., Keegan, A., & Uhl-Bien, M. (2015) Exploring the role of leadership in enabling contextual ambidexterity. Human Resource Management, 54(S1), s179–s200, http://dx.doi.org/10.1002/hrm.21764.Google Scholar

Houghton, J. D., Neck, C. P., & Manz, C. C. (2003). Self-leadership and superleadership. In Pearce, C. L. & Conger, J. A. (Eds.), Shared Leadership, Thousand Oaks, CA: SAGE Publications Inc, USA, 123–140.Google Scholar

Huxham, C. & Vangen, S. (2000). Leadership in the shaping and implementation agendas: How things happen in a collaboration (not quite) joined-up world. Academy of Management Journal, 43(6), 1159–1175, http://dx.doi.org/10.2307/1556343.Google Scholar

Keegan, A. & Den Hartog, D. N. (2004). Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers. International Journal of Project Management, 22(8), 609–618, http://dx.doi.org/10.1016/j.ijproman.2004.05.005.Google Scholar

Lindgren, M. & Packendorff, J. (2009). Project leadership revisited: Towards distributed leadership perspectives in project research. International Journal of Project Organisation and Management, 1(3), 285–308.Google Scholar

Lindgren, M. & Packendorff, J. (2011). Issues, responsibilities and identities: A distributed leadership perspective on biotechnology R&D management. Creativity and Innovation Management, 20(3), 157–170, http://dx.doi.org/10.1504/IJPOM.2009.027540.Google Scholar

Manz, C. C. (1986). Self-leadership: Toward an expanded theory of self-influence processes in organizations. Academy of Management Review, 11(3), 585–600. doi:10.2307/258312.CrossRefGoogle Scholar

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396, http://dx.doi.org/10.1037/h0054346.Google Scholar

Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734, http://dx.doi.org/10.2307/258792.Google Scholar

Mehra, A., Smith, B. R., Dixon, A. L., & Robertson, B. (2006). Distributed leadership in teams: The network of leadership perceptions and team performance. The Leadership Quarterly, 17(3), 232–245, http://dx.doi.org/10.1016/j.leaqua.2006.02.003.Google Scholar

Müller, R., Nikolova, N., Sankaran, S., Zhu, F., Xu, X., Vaagaasar, A. L., & Drouin, N. (2016). Leading projects by balancing vertical and horizontal leadership – International Case Studies. In Proceedings of EURAM 2016 (European Academy of Management) Conference. June 1–4, 2016, Paris, France.Google Scholar

Müller, R. & Turner, J. R. (2004). Cultural differences in project owner–manager communication. In Slevin, D. P., Cleland, D. L., & Pinto, J. K. (Eds.), Innovations: Project Management Research 2004. Newton Square, PA: Project Management Institute, 403–418.Google Scholar

Müller, R. & Turner, J. R. (2010a). Leadership competency profiles of successful project managers. International Journal of Project Management, 28(5), 437–448, http://dx.doi.org/10.1016/j.ijproman.2009.09.003.Google Scholar

Müller, R. & Turner, J. R. (2010b). Project-Oriented Leadership. Aldershot, UK: Gower Publishing.Google Scholar

Ouchi, W. G. (1980). Markets, bureaucracies and clans. Administrative Science Quarterly, 25, 129–14, http://dx.doi.org/10.2307/23922311.Google Scholar

Packendorff, J., Crevani, L., & Lindgren, M. (2014) Project leadership in becoming: A process study of an organizational change project. Project Management Journal, 45(3), 5–20, http://dx.doi.org/10.1002/pmj.21418.CrossRefGoogle Scholar

Pearce, C. L., & Conger, J. A. (2003). Shared Leadership. Thousand Oaks, CA: Sage Publications.Google Scholar

Pearce, J. L. & Sims, H. P. (2000). Shared Leadership: Toward a multi-level theory of leadership. In Beyerlein, M. M. (Ed.), Team Development, 7th ed., Elsevier Science Inc, 115–139.Google Scholar

PMI. (2016). The accidental project manager. Retrieved January 1, 2016, from www.pmi.org/learning/professional-development/career-central/the-accidental-project-manager.aspx.Google Scholar

Raelin, J. A. (2011). From leadership-as-practice to leaderful practice. Leadership, 7(2), 195–211, http://dx.doi.org/10.1177/1742715010394808.Google Scholar

Toor, S.-R. & Ofori, G. (2008). Leadership for future construction industry: Agenda for authentic leadership. International Journal of Project Management, 26(6), 620–630. doi:10.1016/j.ijproman.2007.09.010.Google Scholar

Turner, J. R. (2009). The Handbook of Project-Based Management: Leading Strategic Change in Organisations, 3rd ed., New York: McGraw-Hill.Google Scholar

Turner, J. R. & Müller, R. (2004). Communication and co-operation on projects between the project owner as principal and the project manager as agent. European Management Journal, 22(3), 327–336, http://dx.doi.org/10.1016/j.emj.2004.04.010.CrossRefGoogle Scholar

Turner, J. R. & Müller, R. (2006). Choosing Appropriate Project Managers: Matching Their Leadership Style to the Type of Project. Newtown Square, PA: Project Management Institute.Google Scholar

Uhl-Bien, M. (2006). Relational leadership theory: Exploring the social processes of leadership and organizing. Leadership Quarterly, 17(6), 654–676, http://dx.doi.org/10.1016/j.leaqua.2006.10.007.Google Scholar