Senaratne, S and Samaraweera, A (2015) Construction project leadership across the team development process. Built Environment Project and Asset Management, 5(1), pp. 69-88. ISSN 2044-124X
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.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | leadership; construction; project management; team development process |
| Index terms: | Sri Lanka, evidence, leadership role, methodology, construction project, design and build, project management, project team, team development, product delivery, construction industry, case study, project manager, procurement method, team development process, manager, interview, traditional procurement |
| Subjects: | profession, evaluation and assessment methods, data collection methods, practitioner, contractual arrangements, product delivery, project delivery, management, research methods, Geography, production management, project management theory and practice, industry analysis, leadership |
| Topics: | Human Resources, Supply Chain Management, Organizational Design, Research Practice, Geographical Context, Project Management, Procurement, Roles and Professions |
| Descriptive scope: | 5 PCTEA |
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