The style of leadership changes throughout the life cycle of a project
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::'''The capabilities of the leader''' | ::'''The capabilities of the leader''' | ||
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::Analytical and problem solving | ::Analytical and problem solving | ||
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House´s Path-goal theory <ref>[''https://en.wikipedia.org/wiki/Path%E2%80%93goal_theory''] ''House'' </ref> by Robert House present a theory which is quite similar as the classifications presented by Winch <ref name="Winch"></ref>. The House´s Path-goal theory has a premise "that effective leaders motivate subordinates to achieve goals by" <ref name="CONT"></ref> clearly identifying the outcome , rewarding subordinates and "clarifying for subordinates the paths leading to the attainment of work goals"<ref name="CONT"></ref>. | House´s Path-goal theory <ref>[''https://en.wikipedia.org/wiki/Path%E2%80%93goal_theory''] ''House'' </ref> by Robert House present a theory which is quite similar as the classifications presented by Winch <ref name="Winch"></ref>. The House´s Path-goal theory has a premise "that effective leaders motivate subordinates to achieve goals by" <ref name="CONT"></ref> clearly identifying the outcome , rewarding subordinates and "clarifying for subordinates the paths leading to the attainment of work goals"<ref name="CONT"></ref>. | ||
The theory identifies four kinds of leadership behavior that motivate the subordinate. | The theory identifies four kinds of leadership behavior that motivate the subordinate. | ||
| − | ::*''Directive behavior:'' is characterized as a behavior that initiate structure and include; setting goals, assign tasks, show how to complete the tasks, steps to improve performance <ref name="CONT"></ref>. "The theory argues that this behavior has the most positive effect when the subordinates' role and task demands are ambiguous and intrinsically satisfying" | + | ::*''Directive behavior:'' is characterized as a behavior that initiate structure and include; setting goals, assign tasks, show how to complete the tasks, steps to improve performance <ref name="CONT"></ref>. "The theory argues that this behavior has the most positive effect when the subordinates' role and task demands are ambiguous and intrinsically satisfying". |
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::*''Supportive behavior:'' | ::*''Supportive behavior:'' | ||
Revision as of 07:51, 22 June 2017
Different leaderships styles is necessary to apply when a success for a project wants to be achieved. Leadership is important in all fields of projects espacially in construction process and in construction projects as it is technical demanding and the teams are large and diverse [1]. Different leadership styles will be presented and a description of how the most effective and appropriate leadership can be performed when the goal and the team various.
Contents |
Introduction
Leadership is an essential role during a construction project or any other type of project. Construction project is often regarding a lot of different professions on different educational levels which together should reach the same goal – construction e.g. a building. As a leader it is important to be able to motivate and lead in a direction which the led will follow. The characteristic of the leader has therefor an influence on whether the led will follow or not. Research has shown that "leaders" and "managers" are used interchangeably, though they are two different concepts. "Managers" can be characterized as people who among others make short term decisions and solve short term problems. They employ the so called “hard” skills such as e.g. planning and organizing. Whereas the "leader" employ many of the “softer” skills. They among other things direct and guide people, motivate and have a long-range perspective [2]. In relation to this article the main focus will be regarding the role as a leader.
During construction e.g. of a building a lot of uncertainties will appear and therefore it is necessary for the style of leadership to change. Different factors will have influence on which style of leadership there will be necessary to apply as e.g. a high educational level expects greater deference and sensitivity. The styles of leadership has in Winch [3] been divided into four different styles and as the uncertainties in a project decreases another style of leadership, from the one used in the first phase, should be applied.
Leadership
In this section the basics of leadership will be elaborated. The basics of the leadership is important regarding the power of levers to ensure the success of the project. In a business organisation the leadership is required at three distinctive levels. Winch [3] defines them as follow:
- Leadership of the organisation overall
- Leadership of the principal divisions of the organisation
- Leadership of the various units which make up the organisation
As the last level of leadership, which concerns leading a single team, is quit different from the two other levels, the main focus will therefor be at the first two levels.
To generate an appropriate leadership three factors influence the appropriate manner of leading and motivate the project coalition, this can be seen of the figure bellow.
Of the figure the three terms: Leader, Task and Led can be seen. The terms refers to the description in Winch [3].
- The capabilities of the leader
- Many successful leaders is likely to have some of the following skill set:
- Analytical and problem solving
- Can set the pace
- Technical skills
- In the resent years of research it has been found that also an emotional skill is necessary for the leader to have.
- The task facing the organisation
- The appropriate way of leading is depending on the situation fx. If the mission is to solve a crisis or to manage steady growth.
- In a construction project different phases requires different styles of leadership.
- The expectations of the led
- The expectation that the led have to the leader. Different groups or teams have different expectation to the led.
- Following factors affects the expectation to the leader:
- Level of education: a higher educational level requires more sensitivity
- Cultural factors: different organizational and national cultures expect different styles in their leader.
- Previous experiences: If the style of leaders perceived to have been successful in the past are more likely to find the favour in the future.
- Perception of the situation: depending on the situation if it is stable or there is a crisis different leadership styles will be expected.
As it can be seen of the figure (to the left) the interaction between the three factors are considered as the zone where the appropriate manner of leader is found.
Styles of leadership
There four different classification of leadership is defined by Winch [3].
- Autocratic: The leader takes the decisions alone or relies on an exclusive circle of advisers
- Paternalistic: The leader takes the decision alone, but takes pains to explain
- Consultative: The leader discusses the issues with the led prior to taking the decision
- Participative: The decision is discussed by the led as a whole
It is not very common for a leader to contain all the different leadership styles. All leaders at different organizational level "have their own personal leadership styles that determine not only how the lead subordinates but also how they perform" [4]. Leadership styles does not only vary on the individual level but it is also seen that it vary between countries and cultures.
Contingency models
"Contingency models propose that whether a leader who possesses certain traits or performs certain behaviors is effective depends on, or is contingent on, the situation or context"Cite error: Closing </ref> missing for <ref> tag by Robert House present a theory which is quite similar as the classifications presented by Winch [3]. The House´s Path-goal theory has a premise "that effective leaders motivate subordinates to achieve goals by" [4] clearly identifying the outcome , rewarding subordinates and "clarifying for subordinates the paths leading to the attainment of work goals"[4]. The theory identifies four kinds of leadership behavior that motivate the subordinate.
- Directive behavior: is characterized as a behavior that initiate structure and include; setting goals, assign tasks, show how to complete the tasks, steps to improve performance [4]. "The theory argues that this behavior has the most positive effect when the subordinates' role and task demands are ambiguous and intrinsically satisfying".
- Supportive behavior:
- Participative behavior:
- Achievement-oriented behavior:
Substitute Leader model
The life cycle
The life cycle is a description of different phases a project is going through to reach success. The phases are described by Winch [3] as "distinct stages, each with its own challenges and pitfalls and each requiring different skills"
- Phase
- Phase 1 will be characterized as the start-up. The startup has 3 different key task which will be elaborated. The first key task is that it is necessary to build a team that can ensure the success of the project and at the same time a team that can work together. The good collaboration in a team can be started by getting to know each other and thereby the different stresses that can compromise the good collaboration. To maintain the good collaboration within the team communication is the most important tool.When the team is created it is important as a leader to please the team and keep the members of the team inspired and motivated. The second key task in this phase it to review the project. Here the different job specifications are identified and the planing of the project is conducted. In this part of the phase the people who will be affected by the project is beared in mind and included. The third key task is to build up personal credibility with the client and other groups who has an impact on the project e.g designers.
- Phase
- This phase is divided into two; the first part is primarily buying material to perform the project. The second part of the phase is to conduct the project, this will happen alongside the buying process. As the project gradually develop different challenges will appear which will often be handled by dialogue with contractors and/or logistics.During phase 2 the relation with the people who will be affected by the project will still be maintained and also the responsibility of the welfare and the collaboration within the team.
- Phase
- The third phase is characterized as the phase where the focus is on coordination and collaboration. The coordination and the collaboration is between the different contractors and consultants who will have influence on the different phases of the construction. During this phase the contract concerning responsibility, facilities, maintenance, technical difficulties and money will be discussed and an agreement will be found.
- Phase
- The fourth phase is where the project will seems to be finished. The big activities will be determined and only the small contractors will be left. During this phase any financial claims and other mistakes will be dealt with. Furthermore the accounts will be rounded out and all the lose ends will be check both physically and checked by the listing of commissions.
- Phase
- The fifth phase is characterized as the testing phase. This means that the achievement of the fourth phase is tested. The fifth phase will become a success if the project can be concluded as completed.
Discussion
Her skal der stå noget
Conclussion
Her skal der stå noget
Annotated bibliography
1. Ofori, George; Toor, Shamas-ur-Rehman, "Leadership and Construction Industry Development in Developing Countries.", Universiti Sains Malaysia 2012.
The abstract focuses on leadership and the development of the construction industry in developing countries.
2. Jones, Gareth R. ; George, Jenniffer M., "Essentials of Contemporary Management. ", McGraw-Hill Education 2015 6th edition. page 326 - 354
This section has focus on different leaderships styles and elaborate different theorys of what effective leadership is and how it can be seen in context.
Reference
- ↑ [http://web.b.ebscohost.com/abstract?direct=true&profile=ehost&scope=site&authtype=crawler&jrnl=18236499&AN=88053759&h=8b8pAMG8QRUYQKoHdemQUl3GyOue8drTWj4lh6gZCdXx187qfD0w%2bzmEUcmZXuEBuxuHYwvI8iLNESIufmvk%2bA%3d%3d&crl=c&resultNs=AdminWebAuth&resultLocal=ErrCrlNotAuth&crlhashurl=login.aspx%3fdirect%3dtrue%26profile%3dehost%26scope%3dsite%26authtype%3dcrawler%26jrnl%3d18236499%26AN%3d88053759] Ofori
- ↑ Leadership in the construction industry, 2008, The Chartered Institute of Building
- ↑ 3.0 3.1 3.2 3.3 3.4 3.5 Managing Construction Project: Infusing the project mission, 2010, Wiley-Blackwell
- ↑ 4.0 4.1 4.2 4.3 Essentials of Contemporary Management, 2015, McGraw-Hill Education, 6th edition
