Leadership In The Construction Industry Management Essay

Among the many variables that have an consequence on an organisation such as economic status and competition, leading is considered to be one of the most of import factors that straight impacts the degree of success an organisation may see ( Goleman, 2000 ) . The building industry is no exclusion to these popular beliefs as described in the research reviewed for this paper. Within the building industry, leaders are exposed to fast-pace, complex, and invariably germinating environments ( Riley, Horman & A ; Messner, 2008 ) . The manners and accomplishments of a leader are straight related to bring forthing a positive working environment which is important to positive public presentation. The intent of this paper is to: ( 1 ) discourse the categorizations of leading and associated manners ; ( 2 ) place the accomplishments that are associated with building leading including the facet of emotional intelligence ; and ( 3 ) analyze leading factors that impact the working environment. It is the writer ‘s purpose that this literature reappraisal and its findings may be used to help persons and organisations in their attempts to measure yesteryear, nowadays, and future leaders.

Leadership in the Construction Industry

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Throughout the building and technology industry, there is a turning acknowledgment of the importance and demand for improved leading accomplishments within organisations ( Skipper & A ; Bell, 2006 ) . Developments such as the turning volume of activity, promotion in engineering, intense planetary competition, increasing figure of active stakeholders, and the demand for fast path completion, have generated many distinguishable challenges for the building industry ( Toor & A ; Ofori, 2008 ) . Harmonizing to Giritli and Oraz ( 2004 ) , the building industry demonstrates distinguishable features that separate it from all other industries. Some of the alone features that have an impact on leading manners include: undertaking features, contractual agreements, undertaking life-cycle, and environmental factors.

Giritli and Oraz ( 2004 ) explicate how building undertakings are composed of a battalion of organisations or contractors, and typically all of these entities contribute to the undertaking in different ways. These organisations are drawn together for a short clip to work on a specific undertaking and so disbanded upon the completion of the undertaking. The impermanent or short-run nature of undertakings in the building industry, combined with its multi-organizational model, will about surely have an impact on the manner of leading building professionals choose to follow ( Giritli & A ; Oraz, 2004 ) .

The fact is building professionals in leading functions are faced with changeless alteration throughout the different stages of a undertaking ‘s lifecycle. This combined with the duty of taking or directing a battalion of different sub-contractors and forces for short periods of clip creates many challenges and gives leading in building its differentiation ( Giritli & A ; Oraz, 2004 ) . The necessary tools to be an effectual leader in the building industry include both proficient and soft accomplishments.

Technical and Soft Leadership Skills

Construction leaders frequently assume the function of design directors, building directors, procurance directors, contract directors, or undertaking directors ( Toor & A ; Ofori, 2008 ) . Regardless of the rubric, leaders in the building industry are considered facilitators and the focal point of communicating ( Riley et al. , 2008 ) . Approximately 88 % of undertaking directors spend more than half of their on the job clip interacting with others ( Sunundijo, Hadikusumo & A ; Ogunlana, 2007 ) . This leading requires a set of competences and traits such as vision, communicating, honestness, unity, uninterrupted acquisition, bravery, tolerance for ambiguity, and creativeness. These competences and traits are considered to be soft accomplishments ( Riley et al. , 2008 ) . Toor and Ofori ( 2008 ) label these traits as general direction and leading accomplishments likewise described in many industries. Technical or difficult accomplishments are considered to be more complex and describe traits related to a specific industry. In the building industry, proficient accomplishments may include intimate cognition of the programming, installing procedures, twenty-four hours to twenty-four hours operation of specific occupation related activities, and overall cognition of all sub-contractors/tradesman operating on the undertaking. In short, a leader who possesses proficient accomplishments in the building industry understands the nomenclature and has extended cognition sing all building related activities.

Procedure Development and Emotional Intelligence

Both proficient and soft leading accomplishments are learned and developed over clip. Maxwell ‘s ( 2007 ) jurisprudence of procedure explains how leaders, either natural Born with greater natural gifts, or those who become leaders through a aggregation of accomplishments, have the ability to better. These accomplishments are non developed overnight, because leading is complicated and has many aspects including: regard, experience, emotional strength, people accomplishments, subject, vision, impulse, timing, etc. Butler and Chinowsky ( 2006 ) , study that the degree of emotional intelligence of a leader is every bit of import as classical traits of intelligence and experience in developing the leaders of tomorrow ‘s building organisations. “ Harmonizing to Goleman ( 1998 ) , emotional intelligence is the capacity to acknowledge our ain feelings and those of others, for actuating ourselves, and for pull offing emotions good in us and in our relationships. ” ( Sunindijo et al. , 2007, p.166 ) .

Leaderships with higher emotional intelligence tend to expose the traits of transformational leading found in unfastened communicating and proactive leading manners. Emotional intelligence has been found to help in bring forthing deputation, opening lines of communicating, and betterment of proactive behaviour, which can convey positive results to organisations ( Sunindijo et al. , 2007 ) . Butler and Chinowsky ( 2006 ) , list 15 multi-factors which fall within five specific constituents of emotional intelligence that are related to transformational leading behaviour at a converting degree of statistical significance. The factors are:

Interpersonal Skills

Self-regard, Emotional self-awareness, Assertiveness, Independence, Self-Actualization

Intrapersonal Skills

Empathy, Social Responsibility, Interpersonal Relationship


World Testing, Flexibility, Problem Solving

Stress Management

Stress Tolerance, Impulse Control

General Moods

Optimism, Happiness

The research by Butler and Chinowsky ( 2006 ) proves that the relationship between emotional intelligence and the factors listed supra have a important possible impact on building organisations and the success of its leaders.

Leadership Classification and Styles

Leadership manners, behaviours, and techniques are typical subjects of treatment in the hunt for what or who constitutes a true and effectual leader. Countless research articles examine the preferable methods of developing or placing the traits of a quality leader. Among the many articles reviewed for this paper, there has been no grounds that clearly shows a peculiar manner of leading as optimum ; hence, it may be concluded that no individual leading manner is best for all managerial state of affairss ( Giritli & A ; Oraz, 2004 ) . Research indicates that most successful leaders in any industry are those who possess the accomplishments to use a scope of manners based on the state of affairs, flexibleness is cardinal ( Giritli & A ; Oraz, 2004 ) .

Goleman ( 2000 ) studies research performed by the confer withing house Hay/Mcber, draws a random sample of 3,871 executives selected from a database of more than 20,000 executives worldwide. This research reveals six distinguishable leading manners, each derived from different facets of emotional intelligence, and perchance more of import, the research indicates that leaders who produced the best consequences do non trust on merely one manner of leading ( Goleman, 2000 ) . Giritli and Oraz ( 2004 ) explicate how different attacks to this topic have led to assorted categorizations of leading manners. Despite similar labeling of leading classs, two types of leading are normally discussed, accompanied by the six manners that assist in explicating the traits of the two categorizations ( Giritli & A ; Oraz, 2004 ) . Giritli and Oraz ( 2004 ) , list the categorizations and manners which include:

Categorization 1: Transactional leading

This categorization of leading is defined as an exchange of wagess with subsidiaries for services rendered. Transactional leaders typically seek to actuate followings through intrinsic wagess. Transactional leading includes the undermentioned manners:

Style # 1: Coercive ( make what I tell you )

Considered to be the least flexible and effectual manner because leaders manage by commanding subsidiaries tightly, and motivate by utilizing subject. Some may mention to this as micro-management.

Style # 2: Authoritative ( come with me )

This manner describes a leader who maximizes committedness to ends and scheme ; defines criterions and provides flexibleness in finishing undertakings. This signifier of leading provides a clear vision in the effort to actuate subsidiaries to be originative. In the presence of experts and equals, this manner of leading can be received as overbearing.

Categorization 2: Transformational leading

This categorization of leading is defined as the procedure of act uponing and authorising subsidiaries. Research workers normally refer to transformational leading as a feminine leading manner or attack. However, some view transformational leading as a gender balanced manner. Transformational leading includes the undermentioned manners:

Style # 3: Affiliative ( people come foremost )

This manner is considered to be flexible, which creates emotional bonds and harmoniousness between leaders and subsidiaries ; improves communications ; and increases the morale of subsidiaries. This manner displays the importance of people and how they come foremost, as opposed to undertakings which are ranked 2nd. The success of this manner typically depends on the degree of development of the subsidiaries, if subsidiaries require a high degree of way, this manner of leading can non be successful.

Style # 4: Democratic ( what do you believe )

This manner generates thoughts, physiques consensus through engagement, but requires extremely developed and competent subsidiaries to bring forth thoughts and take portion in the determination devising procedure. This manner is typical of leaders who are looking to develop and construct trust among subsidiaries and equals. Negative side effects include struggle, and eternal meetings with no consensus. This manner is non recommended during crisis manner when subsidiaries are in demand of way instead than support from a leader.

Style # 5: Pacesetting ( do as I do, now )

A manner which characterizes a leader as person who expects excellence and autonomy, sets high criterions, and demands more from hapless performing artists. This manner of leading has small concern for interpersonal relationships, that is, they tend to concentrate on the accomplishment of undertakings. Best suited for extremely competent, self-motivated, professional employees, this manner is recommended to be used in concurrence with other manners.

Style # 6: Coaching ( seek this )

This manner of leading develops people for the hereafter, creates duologue and flexibleness, and establishes long-run ends and programs. Besides, this manner assists employees in placing their strengths and failings to assist better their public presentation. This manner is least effectual when employees are hesitating to larning or alteration.

Leadership Adaptation and Intuition

Goleman ( 2000 ) suggests that leaders who are capable of using different manners seamlessly and in different step, depending on the state of affairs, are typically more successful. Goleman ( 2000 ) goes on to compare this type of flexible leader to a professional golf player. The pro golf player over the class of a unit of ammunition is required to pick and take nines based on the demands of the shooting. Sometimes he may chew over his choice, but rather frequently, the determination is automatic. Ultimately, the pro assesses the challenge, chooses his tool of choice/makes a determination, and effortlessly goes to work. High impact and effectual leaders operate in a similar manner ( Goleman, 2000 ) .

The ability of a leader to do speedy and accurate determinations while effortlessly accommodating to different manners to turn to continuously altering state of affairss, can be attributed to his/her degree of leading intuition. Maxwell ( 2007 ) discusses the jurisprudence of intuition and explains how intuition is based on facts, inherent aptitude, and other intangible factors, such as employee morale, organisational impulse, and relational kineticss. Maxwell ( 2007 ) goes on to state that intuition comes from two things: natural ability, which comes in a individual ‘s country of strength, coupled with their learned accomplishments ( 2007 ) . The rules of leading are changeless, but a leader ‘s application must alter and accommodate to every state of affairs. Without the intuition and ability to accommodate, leaders are blindsided, which is one of the worst things that can go on to a leader who wishes to remain at the top ( Maxwell, 2007 ) .

Giritli and Oraz ( 2004 ) explicate how the manner of leading alterations as the undertaking progresses through its lifecycle. For illustration, during the design stage, manners may necessitate to let for more arguments, fine-tuning, and deliberation. Conversely, during the complex building stages, a leader may necessitate to be more structured and dominant. In drumhead, a leader may necessitate to exchange manners to conform to peculiar state of affairss throughout a undertaking to make the right balance between concern for undertakings and concern for people ( Giritli & A ; Oraz, 2004 ) .

Impact of Leadership on Organizational Climate

Research shows that committed employees are the most valuable assets of any organisation ( Rehman, Shareef, Mahmood & A ; Ishaque, 2012 ) . However, leading within an organisation impacts the clime, perceptual experiences, and effectivity of the working environment ( Otara, 2011 ) . The leading function provides the actuating force that may finally find an organisation ‘s success or failure. For this ground, many organisations place great accent on taking the ideal campaigner to presume the leading function. Part of this determination can be based on dominant traits demonstrated by a campaigner. Goleman ( 2000 ) lists six cardinal factors that influence an organisations working environment or clime. These factors can be utile in finding a leader ‘s impact prior to engaging him/her. The six factors jumping from different constituents of emotional intelligence and include:

Flexibility: how free employees feel to introduce unencumbered by ruddy tape

Duty: to the organisation

Standards: set by the people

Wagess: the sense of truth about public presentation feedback and propensity of wagess

Clarity: the lucidity people have about the mission and values

Committedness: to a common intent

Goleman ( 2000 ) presents the following tabular array to show how each leading manner affected the six drivers of clime or working environment:

















































Overall impact on clime







( p.81 )

The Data provided by Goleman ( 2000 ) reveals the important leading manner has the greatest positive impact on clime, with affiliative, democratic, and training manners following closely. This information besides indicates that no manner should be relied on entirely, and all have possible, depending on the state of affairs ( Goleman, 2000 ) . Of class really few leaders if any possess the ability to alter functions and map in all classs. Fortunately, the redress is rather simple. Good leaders will engage and environ themselves with squad members who employ the accomplishments or manners they lack ( Goleman, 2000 ) .

Maxwell ‘s ( 2007 ) description of the interior circle confirms Goleman ‘s statement and informs his readers of the importance of a support system in respects to a leader ‘s success:

When we see an improbably talented individual, it ‘s ever alluring to believe that endowment entirely made him successful. To believe that is to purchase into a prevarication. Cipher does anything great entirely. Leaderships do non win entirely. A leader ‘s possible is determined by those closest to him. What makes the difference is the leader ‘s interior circle. ( p. # 127 )

A true leader shows many traits, one of which is a high degree of assurance. This person is non afraid or threatened by the success of others and embraces the fact that the people/team he/she has assembled, possess accomplishments that the peculiar leader deficiencies. A good leader will use the accomplishments of others to better or come on an organisation ‘s public presentation. All of this is done without concern of his or her competences.


After finishing a reappraisal of literature turn toing leading in the building industry, it is recommended that farther research is needed to turn to the degree of emotional intelligence that a possible leader should possess. The consensus of legion research workers is that many universities fall short or do n’t turn to the battalion of of import factors that help in developing possible leaders in the industry. Emphasis needs to be placed on existent life state of affairss faced in the building industry and played out in the schoolroom environment. It is of import to cognize if an person has the right degree of emotional intelligence to win as a leader in the complex industry of building.


Although economic factors and competitory kineticss have a enormous impact, leading and the working environment created by a leader has been reported to account for tierce of an organisations public presentation ( Goleman, 2000 ) . The decisions of this research suggest that the building industry boast a figure of factors that separate it from other industries. The building industry is alone due to its short-run undertaking life rhythms, sub-contractor engagement, undertaking features, environmental factors, and contractual agreements ( Giritli & A ; Oraz, 2004 ) . All of which affect the manner of leading and its impact on an organisation. Due to these distinguishable features, research has revealed that no one leading manner is optimum for every state of affairs. Leaderships who have the intuition and ability to show multiple manners and possess a high degree of emotional intelligence will hold greater influence and success.

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