Senaratne, S and Hewamanage, P R (2015) The role of team leadership in achieving LEED certification in a green building project. Built Environment Project and Asset Management, 5(2), pp. 170-183. ISSN 2044-124X
Abstract
Purpose - Leadership of the project team is vital for green building projects in achieving LEED certification. Literature findings confirm the need for managing green building projects differently from ordinary projects. The team leader should be able to work with the project team to manage the general project activities while following the LEED certification procedure to finally achieve LEED certification. The paper aims to discuss these issues. Design/methodology/approach - This paper presents a research project which was aimed to explore the role of team leadership in achieving LEED certification in a green building project through a case study research approach. Findings - The research findings revealed the importance of utilizing the appropriate leadership roles of project team members in addition to the project leader’s role to achieve LEED certification for green building projects successfully. The research proposed four team leadership processes required to meet the LEED challenges; namely, proactive planning and visualization; collective implementation; teamwork for win-win; and, continuous learning and knowledge sharing. Originality/value - Based on these findings, the research suggests a new project team environment enabled by effective team leadership to meet the LEED challenges. It is argued that the team leadership role of every team member is unique and best suited when used synergistically to achieve LEED certification for the project. The research is original in applying team leadership concepts to green building projects in a real-life setting.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | green building; construction project; LEED certification; team leadership |
| Index terms: | project team, team leadership, visualization, implementation, green building, construction project, methodology, leadership role, knowledge sharing, certification, case study, teamwork |
| Subjects: | contractual arrangements, knowledge management, project delivery, data collection methods, practitioner, leadership, administrative processes, management, design practice, research methods, production management |
| Topics: | Roles and Professions, Procurement, Information Management, Project Management, Research Practice, Organizational Design, Contract Administration, Design Practice, Human Resources |
| 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