Project leadership in becoming
a process study of an organizational change project
Drawing on the current research in general leadership, the authors propose that a process ontology is relevant and rewarding for project leadership studies. They argue that project leadership can be studied as the ongoing social production of direction through the construction of actors' space of action, involving continuous construction and reconstruction of (1) past project activities and events; (2) positions and areas of responsibility; (3) discarded, ongoing, and future issues; and (4) intensity, rhythm, and pace. Through an ethnographic case study of an organizational change project, the authors show how space of action and hence the project direction are in constant flux and becoming.