Megaproject Leaders
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Megaproject Leaders

Reflections on Personal Life Stories

Edited by Nathalie Drouin, Shankar Sankaran, Alfons van Marrewijk and Ralf Müller

Megaproject Leaders brings together 18 prominent academics who interviewed 16 great megaproject leaders originating from 10 different countries. Based on a reflective methodological approach, these chapters investigate the managing of megaprojects from a human perspective, identify new trends in the managing of megaprojects and identify lessons learned from the personal views of the interviewees. The novel ideas presented will appeal to academics, practitioners and university students.
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Chapter 16: Hydro-Qubec megaprojects: learnings from a leader

Nathalie Drouin


This chapter focuses on the experience and learnings of Réal Laporte, senior Hydro-Québec executive, who has grown, developed and gained his management skills in several megaprojects that built or refurbished hydroelectric dams and generation. According to Uhl-Bien, Marion, and McKelvey (2007), we use the Complexity Leadership theory to analyse Mr. Laporte leadership traits and highlights three entangled leadership roles (i.e., administrative leadership, adaptive leadership, and enabling leadership).

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