Project Leadership Influences Resistance to Change: The Case of the Canadian Public Service

Project Management Journal - Tập 44 Số 4 - Trang 45-64 - 2013
Valerie Lundy1, Pierre‐Paul Morin1
1Université du Québec en Outaouais, Canada

Tóm tắt

This article analyzes how leadership affects resistance to change in projects. Using Dulewicz and Higgs' (2005) leadership framework in the context of the Canadian Public Service, types of resistance and factors influencing them were listed, leading to the identification of competence areas for the project manager. It was found that an engaging leadership style, developed through proper training, effectively reduced resistance to change. Other factors, such as the inclusion of affected people in the decisions, as well as a formal project management methodology, were instrumental in reducing resistance. Finally, upper management support was identified to be a mandatory success factor.

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Project Management Journal

Tập 44 Số 4

45-64

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