| Abstract [eng] |
In conducting various studies, a link between successful project management and leadership, but little attention is given to leadership in law firms – a specific organizational environment where is an established narrative that successful project implementation is primarily based on expertise and efficient project process management, with leadership taking a secondary role. The study examines the problem of how project leadership shapes and influences project management practices in law firms and explores how do local and global factors influence project leadership styles in this sector. The main objective is to identify which elements of leadership are essential in project management within organizations, using the example of law firms in the Baltic countries. The research sets the following tasks: a) to analyze existing scientific research and literature related to project management and leadership in the legal services sector; b) to apply a research methodology tailored to the context of law firms; c) to conduct interviews with project managers and partners from law firms in Lithuania, Latvia, and Estonia; d) to analyze the collected data and identify key leadership aspects impacting project management; e) to provide recommendations on how to strengthen project leadership in the legal services field. Using semi-structured interviews and the narrative analysis method, 10 representatives from law firms, including project managers and partners, were interviewed. 7 relevant thematic areas were identified, forming narrative codes based on the respondents' insights. The empirical part of the thesis confirmed most of the aspects discussed in the theoretical section but also revealed that project leadership in law firms in the Baltic States often faces the challenge of balancing individual leaders' responsibilities with ensuring organizational direction. In these professional services, it is traditionally assumed that all team members are autonomous leaders; however, this approach does not always enable effective project management. Analyzing this context and questioning traditional "best practices" highlights that a uniform leadership model may not be effective in all settings, particularly in legal organizations, where a delicate balance between individual accountability and collective leadership is essential. The findings indicate that leadership significantly impacts the quality of project management practices in law firms, particularly in ensuring the strategic alignment of projects with the firm’s objectives. The results underscore the need to invest in developing leadership competencies and to create new project management models tailored to the specificities of the legal services sector. The study concludes with recommendations aimed at helping law firms manage projects more effectively and strengthen their competitive advantage in the Baltic market. |
