Sullivan, K T; Kashiwagi, M; Badger, W W; Kashiwagi, D; Egbu, C and Chang, C K (2006) Leadership, the information environment, and the performance measuring project manager. In: Boyd, D (ed.) Proceedings of 22nd Annual ARCOM Conference, 4-6 September 2006, Birmingham, UK.
Abstract
The hypothesis of this paper is that the construction industry will not be able to significantly increase its value and move away from commoditization until it becomes efficient. Best business practices have identified increased management, the lack of performance measurements, and subjective decision making as obstacles to efficiency. The paper proposes that a leadership model is required to effectively increase construction and organizational efficiency. The paper also proposes that the developed leadership model, an information environment, and the project manager who uses performance information will impact construction performance with greater positive results and sustainability. The authors also propose that the number of leaders who represent construction clients and contractors is insufficient to sustain the developed structure. By using a Deming concept of process structure and stability to create an organizational and project framework that forces efficiency instead of depending on the 'information worker' project manger, the benefits of a leadership model can be realized without the presence of the traditional leader figure. This will result in an increase in construction performance.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | information environment; leadership structure; performance information |
| Index terms: | stability, construction performance, construction client, efficiency, performance measurement, project manager, construction industry, decision-making, presence |
| Subjects: | performance management, structural engineering, performance measurement, industry analysis, decision analysis, practitioner, profession, performance assessment, environmental science |
| Topics: | Sustainability, Roles and Professions, Risk Management, Research Practice, Engineering Principles, Site Management, Quality Management |
| Descriptive scope: | 4 PCTA |
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