Transformation2: leading a megaproject turnaround

Bernard Naughton and Harvey Maylor

Chapter 5 in Megaproject Leaders, 2021, pp 62-83 from Edward Elgar Publishing

Abstract: Mega-projects are complex undertakings for their leaders, and ones that involve substantial transformation. But when the performance of a failing and stigmatised mega-project needs to be transformed, that puts the leadership required into a very special category. In this chapter, we describe such a second order transformation and the ‘Unlikely Leader’, Neil Couling, who has achieved this over four and a half years. The leadership challenge is a wicked mess, having both social and dynamic complexity, and we consider the complexities of the project and the leadership responses to these. We then move to consider some of the characteristics of the leader, their resilience in particular, and the background that provided the foundation for his success. We analyse their leadership journey and finally that of the project itself, as the leader seeks to ‘Destigmatize’ the ‘Stigmatized Mega Project’ and re-establish its legitimacy.

Keywords: Business and Management; Economics and Finance (search for similar items in EconPapers)
Date: 2021
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