The power paradigm of project leadership

The concept of leadership inevitably concerns power structuring in which power is distributed unevenly between individuals. Indeed, leadership styles are closely associated with power distribution and its exercise. Power, in its diverse guises, combines inter-personal and structural elements and may be enhanced through political manoeuvring. This paper develops a model of project leadership from a behaviour-performance-outcome approach to construction projects and concludes by stressing the motivational function of good leadership through managing power gap(s) by means of power-sharing and power-amassing.