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Construction project leadership across the team development process

Construction project leadership across the team development process Purpose – The construction industry mostly adopts teams consisting of a collection of diverse professionals in each of its product delivery projects, where normally the construction project manager (CPM) becomes the leader of such a project team. The purpose of this paper is to identify the leadership roles of the CPM across the team development process. Design/methodology/approach – This was approached through a multiple case study research method carried out using three construction projects in Sri Lanka; two projects on traditional procurement method and another on design and build procurement method. Semi-structured interviews were conducted with the respective project managers and with other three distinct team members of each project. Findings – Based on the findings, leadership roles of the CPM across the team development process were revealed with the situational factors that affect these leadership roles in each stage of the team development process. Originality/value – Even though project leadership is discussed by pervious researchers, concrete evidence has not been provided to show how it should change at different stages of a project. This research addresses this gap and would guide CPMs to change their leadership role appropriately to suit the needs of each team development stage. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Built Environment Project and Asset Management Emerald Publishing

Construction project leadership across the team development process

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References (31)

Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
2044-124X
DOI
10.1108/BEPAM-10-2012-0049
Publisher site
See Article on Publisher Site

Abstract

Purpose – The construction industry mostly adopts teams consisting of a collection of diverse professionals in each of its product delivery projects, where normally the construction project manager (CPM) becomes the leader of such a project team. The purpose of this paper is to identify the leadership roles of the CPM across the team development process. Design/methodology/approach – This was approached through a multiple case study research method carried out using three construction projects in Sri Lanka; two projects on traditional procurement method and another on design and build procurement method. Semi-structured interviews were conducted with the respective project managers and with other three distinct team members of each project. Findings – Based on the findings, leadership roles of the CPM across the team development process were revealed with the situational factors that affect these leadership roles in each stage of the team development process. Originality/value – Even though project leadership is discussed by pervious researchers, concrete evidence has not been provided to show how it should change at different stages of a project. This research addresses this gap and would guide CPMs to change their leadership role appropriately to suit the needs of each team development stage.

Journal

Built Environment Project and Asset Management – Emerald Publishing

Published: Feb 2, 2015

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