Bresnen, M J; Bryman, A E; Ford, J R; Beardsworth, A D and Keil, E T (1986) Leader orientation of construction site managers. Journal of Construction Engineering and Management, 112(3), pp. 370-386. ISSN 0733-9364
Abstract
This article briefly reviews the ways in which leadership is conceptualized and taken into consideration in the context of construction projects. Data are presented that derive from a study of 43 site managers in England and Wales and that take Fiedler’s Contingency Model as the point of departure. The results indicate that variations in leader orientation have an impact on project effectiveness and that this relationship is contingent upon a number of factors, including project length, value, and the extent of reliance on sub-contract labor. In particular, the results indicate that an emphasis on relationships in site managers' leader orientations is more likely to enhance project performance than an emphasis on tasks. The implications of these findings for the study of construction management are examined.
| Item Type: | Article |
|---|---|
| Index terms: | England, site manager, effectiveness, project performance, construction site, manager, Wales, variation, construction project |
| Subjects: | work location, practitioner, performance management, project management theory and practice, contractual condition, Geography, production management |
| Topics: | Quality Management, Contract Administration, Site Management, Geographical Context, Project Management, Roles and Professions |
| Descriptive scope: | 2 PC |
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