Hammuda, I M and Dulaimi, M F (1997) The effects of the situational variables on the leadership styles in construction projects. In: Stephenson, P (ed.) Proceedings of 13th Annual ARCOM Conference, 15-17 September 1997, Cambridge, UK.
Abstract
Leadership has been highlighted as an important factor in achieving successful projects in a number of studies. This paper reviews leadership theories and compares their explanations with the empirical findings of research studies in the field of leadership particularly in the construction industry. Situational factors pertinent to the construction managers are presented incorporated with the findings of two case studies.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | construction; leadership styles; situational variables; case studies |
| Index terms: | construction manager, construction project, construction industry, case study, leadership style |
| Subjects: | production management, leadership, industry analysis, data collection methods, profession |
| Topics: | Roles and Professions, Project Management, Research Practice, Organizational Design |
| Descriptive scope: | 4 PCTE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here