ABSTRACT
Complex projects involve macro-leadership. They are large, temporary, organic systems, like orchestras. Symphony orchestras comprise musicians who have reached the peaks of their musical talent. They are all of soloist standard but still must work as an integrated team. There needs to be just the right balance of players and instruments. This chapter draws not only from interviews with successful project leaders but also from observations of how project leaders appear to work in practice to build and nurture teams at all levels of the project, from the individual work teams to teams at executive level. All project managers interviewed were highly experienced and it was clear that they perceived micro-management by their executive sponsors to be insulting professionally. Symphony orchestras comprise musicians who have reached the peaks of their musical talent. They are all of soloist standard but still must work as an integrated team.
