Effective Leadership Skills for Construction Field Leaders is packed with proven advice and case studies explaining how skilled tradesworkers transitioning into leadership roles can use new knowledge and strategies to advance their careers. This user-friendly textbook helps skilled construction workers develop the critical leadership skills that result in the efficient and productive completion of projects on time and within budget.Online access to interactive job-site animations that highlight key leadership skills is provided. Activities provide opportunities to demonstrate leadership concepts using role-playing scenarios and real-world applications such as completing documentation. Each chapter ends with a detailed case study that includes job-site dialogue highlighting the knowledge and skills required to effectively lead a crew.

This book presents a new framework for leadership in the construction industry which draws from the authentic leadership construct. The framework has three major themes: self-leadership, self-transcendent leadership, and sustainable leadership. Despite its significance, leadership has not been given due importance in the construction industry as focus is placed on managerial functionalism. At the project level, even with the technological advances in the industry in recent years, construction is realized in the form of people undertaking distinct interdependent activities which require effective leadership. The industry faces many challenges including: demanding client requirements and project parameters; more stringent regulations, codes and systems; intense competition in the industry; and threats from disruptive enterprise. In such a complex environment, technology-driven and tool-based project and corporate management is insufficient. It must be complemented by a strategic, genuine, stakeholder-focused and ethical leadership. Leadership in the Construction Industry is based on a study on authentic leadership and its development in Singapore. Leadership theories and concepts are reviewed; the importance of leadership in the construction industry is discussed; and the grounded theory approach which was applied in the study is explained. Many eminent construction professionals in Singapore were interviewed in the field study. Emerging from the experiences of the leaders documented in this book are three major themes: (1) self-leadership: how leaders engage in various self-related processes such as self-awareness, self-regulation, and role modeling. (2) self-transcendent leadership: how leaders go beyond leading themselves to leading others through servant leadership, shared leadership, spiritual leadership, and socially-responsible leadership; and, finally, (3) sustainable leadership or the strategies leaders employ to make the impact of their leadership lasting. A synthesis of these themes and their implications for leadership development is presented before the book concludes with some recommendations for current and aspiring leaders about how they can engage with them. This book is essential reading for all construction practitioners from all backgrounds; and researchers on leadership and management in construction.

Leading an organization doesn't come without its challenges. Some might even argue they rather build a spaceship out of toothpicks in the dark than step into a leadership role! This book highlights different facets of leadership and the knowledge behind navigating the workplace effectively in order to successfully lead a team even in the face of setbacks and unforeseen challenges. Exemplary leadership doesn't come by merely having a title, education, or a fancy corner office. Nor does it come by sprinkling magical pixie dust in your coffee. Instead, it's uncovered through patience, practice, humility, and an insatiable desire to learn key traits that play a vital role in becoming a leader that people care about and want to work alongside. 17 Undeniable Traits of Leaders in Construction is a must read if you want to scale your career and the career of others around you to the next level.

Tools of the trade: twenty-six tools for effective leadershipRapidly changing demographics in the construction industry and an unpredictable economy are just two challenges that require you to lead at a higher level than ever before. This book will prepare you to meet these challenges head-on.The result of exhaustive research and in-depth interviews with construction professionals across North America, Construction Leadership provides the information, tools, and confidence to deliver the leadership required for success in today's construction industry. From ensuring quality work and learning how to have a better attitude to fostering loyalty and leading across generations, Construction Leadership shows you how to be more effective and enjoy more success.With an easy-to-use format, this book provides practical information that you can put into action immediately. Each chapter stands alone to save you time and is supported by online video, increasing your return on investment. Not reading this book puts you at a competitive disadvantage-but reading it puts you well ahead of the game.

Leadership, decision-making, and teamwork are crucial in all human endeavors, especially in the construction industry. Decision-making and teamwork are perhaps the most uniquely identifiable skills associated with leadership. Leadership is a critical part of the construction industry because it defines how a person influences others on construction projects to accomplish objectives. The construction sector is facing critical challenges due to the failure of effective leadership skills among leaders in the industry. Ineffective leaders affect the quality of decision-making and teamwork as part of the construction industry, which in turn affects the majority of construction projects' ability to build to their best capacities for the delivery of quality services. Insufficient mastery of project management principles is a leading cause of time and cost overruns in construction projects. Approaches, such as books and case studies, used in construction managers' training provide them with minimal skills and competencies. These approaches also fail to create an engaging environment, which can enhance learning for the students. A new model for students' and engineers' preparation, centered on improving leadership and decision-making, is called the construction industry's simulation-based approach. It includes simulation software and teams working in it. Simulation software includes three types of complex scenario levels. Each team consists of one leader and three team members. Participants have three types of experience levels: inexperienced, those with some experience, and expert. The dissertation includes a pre-simulation survey and a post-simulation survey to measure and evaluate the improvement in leadership and decision-making for participants through using ScrimmageSIM software. The interview is conducted with leaders and team members. This study discusses the results of improving leadership and decision-making and evaluating the simulation sessions. It includes ScrimmageSIM software’s impact on participants’ skills concerning leader-ship and decision-making. Results indicate that the participants found that democratic leadership, which features a high degree of collaboration, is the best style used in the construction industry, according to instruments measured in this study. Simulation experience helps the leaders to delegate responsibility efficiently based on their team members’ capabilities. Results indicated that the simulation experience helps the participants significantly prepare their team, improve decision-making skills, and make decisions faster. Also, it improves participants' communication and team-work, skills in discussion and exchanging opinions skills to solve problems, dealing efficiently with risk and unexpected events, and enhancing their management knowledge that they can transfer confidently to the real workplaces. Simulation experience provides the participants with a competitive, suitable, entertaining, and risk-free environment. The participants found the simulation experience more engaging than traditional education and the simulation helped them begin thinking like professionals by considering the essential tasks that can cover a wide range of tasks. Simulations should be integrated with a wide range of learning courses at different education levels to reduce the gap between theory and practice and increase educational quality.

Teaches scientists and engineers leadership skills and problem solving to facilitate management of team members, faculty, and staff This textbook introduces readers to open-ended problems focused on interactions between technical and nontechnical colleagues, bosses, and subordinates. It does this through mini case studies that illustrate scenarios where simple, clear, or exact solutions are not evident. By offering examples of dilemmas in technical leadership along with selected analyses of possible ways to address or consider such issues, aspiring or current leaders are made aware of the types of problems they may encounter. This situational approach also allows the development of methodologies to address these issues as well as future variations or new issues that may arise. Leadership by Engineers and Scientists guides and facilitates approaches to solving leadership/people problems encountered by technically trained individuals. Students and practicing engineers will learn leadership by being asked to consider specific situations, debate how to deal with these issues, and then make decisions based on what they have learned. Readers will learn technical leadership fundamentals; ethics and professionalism; time management; building trust and credibility; risk taking; leadership through questions; creating a vision; team building and teamwork; running an effective meeting; conflict management and resolution; communication; and presenting difficult messages. Describes positive traits and characteristics that technically-trained individuals bring to leadership positions, indicates how to use these skills, and describes attitudes and approaches necessary for effectively serving as leaders Covers negative traits and characteristics that can be detrimental when applied to dealing with others in their role as leaders Discusses situations and circumstances routinely encountered by new and experienced leaders of small teams Facilitates successful transitions into leadership and management positions by individuals with technical backgrounds Indicates how decisions can be reached when constraints of different personalities, time frames, economics, and organization politics and culture inhibit consensus Augments technical training by building awareness of the criticality of people skills in effective leadership Leadership by Engineers and Scientists is an excellent text for technically trained individuals who are considering, anticipating, or have recently been promoted to formal leadership positions in industry or academia.

Effective leadership portrays a significant part in any organization's accomplishments. The leadership position is illustrated whenever people operate in communities and is the central instrument by which a community area or substance frames and decides its needs and culture. By definition, modern initiative is a system of control, which includes a few significant capabilities like enabling, directing, organizing, and empowering the representatives. The rise of authoritative order recommends that initiative isn't really important for the structure flow but its unique value can be developed. Our world is changing continuously and a few decades back, the associations were employing chiefs and they were recruiting pioneers. Today, every supervisor is supposed not exclusively to be a powerful pioneer yet additionally a mentor and mentee. The construction industry is not an exception in this regard, especially concerning the frontline employees, i.e. supervisors and foremen. Supervisors in any construction project are expected to exert a positive influence over the daily performance of their workers. Thus, supervisory leadership is characterized as conduct planned to give direction, support, and coercive input for the day‐to‐day exercises of work unit individuals. This book is based on a research that aims to investigate such prevalent problems in the construction industry in India and examine the impact of supervisory leadership qualities. It presents a comprehensive strategy to identify and gauge the organizational performance (i.e. efficacy and work quality of the employees) via Employee Attitudinal Measures (EAM). Authority styles assume a significant part in deciding performance of the organization, particularly transformational and transactional leadership. Both these leadership styles are important indicators of organizational performance. More specifically, transactional leadership is seen as the accomplishment of organizational goals through a social exchange, while transformational leadership promotes the followers to explore situations differently and quickly react to these alternatives. Effective site-supervisory leadership skills in any construction industry can be a stimulus to the final business outcomes. These skills may include both attitudinal and behavioral traits, e.g. morale and organizational commitment, performance and work quality, and workplace inclusiveness and environment. This book attempts the following: 1. To study various leadership traits at the supervisory level that should be followed in a typical Indian construction company to improve its overall effectiveness. 2. To examine how supervisory leadership styles impact the employee attitudinal measures, e.g. morale, organizational commitment, performance, and work quality in the Indian construction industry. 3. To investigate deeply the level of influence and direction of the association-ship between Supervisory Leadership Practices (SLPs) and Employee Attitudinal Measures (EAMs). 4. To explore, suggest and implement an effective training program for a construction organization targeting the development of the leadership skills of supervisors in a complex working environment.

In times of constant change, adaptive leadership is critical. This Harvard Business Review collection brings together the seminal ideas on how to adapt and thrive in challenging environments, from leading thinkers on the topic—most notably Ronald A. Heifetz of the Harvard Kennedy School and Cambridge Leadership Associates. The Heifetz Collection includes two classic books: Leadership on the Line, by Ron Heifetz and Marty Linsky, and The Practice of Adaptive Leadership, by Heifetz, Linsky, and Alexander Grashow. Also included is the popular Harvard Business Review article, “Leadership in a (Permanent) Crisis,” written by all three authors. Available together for the first time, this collection includes full digital editions of each work. Adaptive leadership is a practical framework for dealing with today’s mix of urgency, high stakes, and uncertainty. It has been used by individuals, organizations, businesses, and governments worldwide. In a world of challenging environments, adaptive leadership serves as a guide to distinguishing the essential from the expendable, beginning the meaningful process of adaption, and changing the status quo. Ronald A. Heifetz is a cofounder of the international leadership and consulting practice Cambridge Leadership Associates (CLA) and the founding director of the Center for Public Leadership at the Harvard Kennedy School. He is renowned worldwide for his innovative work on the practice and teaching of leadership. Marty Linsky is a cofounder of CLA and has taught at the Kennedy School for more than twenty-five years. Alexander Grashow is a Senior Advisor to CLA, having previously held the position of CEO.

In today's 'more for less' culture, the expectations of project management and delivery are no longer limited to budgets, schedules and quality. For projects to make an impact and have lasting value, the project manager must be able to strategize, innovate, motivate, empower and collaborate - in other words, project managers must learn how to lead. The Power of Project Leadership helps you transform into an effective project leader by shifting your managerial mindset into one of inspiration, motivation and influence. The book describes what good project leadership looks like and explains how to make the transition using concrete tools and strategies. With underlying theories to help the reader understand how teams and individuals are motivated, it ensures that project managers lead with vision, continuously improve and innovate, work with intent, empower the team, get closer to stakeholders, remain authentic and establish a solid foundation for their projects. The book has a practical and engaging approach and draws on over 25 interviews with leading experts who have made the transition from project managers to project leaders. These experts come from a variety of sectors and companies; including Expedia, British Gas, Standard Bank, Verizon Enterprise Solutions, Liquid Planner, and the UK Government.

When it was first published in 1992, the first edition of Leadership for the Common Good presented a revolutionary approach to community and organizational leadership in a shared-power world. Now, in this completely revised and updated edition, Barbara Crosby and John Bryson expand on their proven leadership model and offer new insights and guidance to leaders. This second edition is a practical resource for a new generation of leaders and aspiring leaders and includes success stories, challenges, and real-world experience.