Leadership in Spaces and Places

Leadership in Spaces and Places

Edited by Arja Ropo, Perttu Salovaara, Erika Sauer and Donatella De Paoli

By combining new research on leadership and workspaces, Leadership in Spaces and Places argues for a radical reconceptualization of leadership. They argue leadership is not only about leaders themselves, but is also affected by the built environment. With contributions from both scholars and practitioners alike, the authors discuss leadership in six different contexts: • workspaces in change • open-office spaces • virtual workspaces • service spaces • cultural spaces • institutional spaces.

Chapter 3: A spatial perspective to leadership in knowledge-intensive projects

Anne Live Vaagaasar

Subjects: business and management, business leadership, organisation studies, social policy and sociology, sociology and sociological theory


As project organizing is widespread and requires efficient knowledge sharing and integrating, there is a need for understanding how spatial solutions direct these knowledge-intensive work processes. This chapter discusses the open office zone solution in particular. Often, cost-saving is the rationale for co-locating workers in open office zones. This chapter shows the many positive effects for project work that open office zones render. Project work means ongoing problem-solving that requires sharing and integrating of tacit and explicit knowledge. These knowledge processes are enabled by co-location in open office zones as they offer extensive opportunities for frequent and rich interactions (in terms of sensory experiences) between the project practitioners, tools and artefacts, thus enabling redundancy in information and role-model learning. The chapter advises how to create the benefits of co-location in open office zones, dos and don’ts.

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