DQS390: CONSTRUCTION

PROJECT MANAGEMENT

Prepared by;
Siti Nurhayati Hussin
Department of Quantity Surveying
 LEADERSHIP: INTRODUCTION
DEFINITION
“Leadership is the behavior of an individual directing the activities of a group toward a
shared goal” – ( Hemphill & Coons, 1957)

“Leadership is the ability of an individual to influence, motivate, and enable others to

contribute toward the effectiveness and success of the organization” – ( House et
al, 1999)

“Leadership is relationship between those who aspire to lead and those who choose
to follow” – ( Kouzes & Posner,2002)

“Leadership is a process whereby an individual influences a group of individuals to

achieve a common goal” - ( Northouse,2004)

“Leadership is the ability of developing and communicating a vision to a group of

people that will make that vision true” – ( Valenzuela,2007)
LEADERSHIP: INTRODUCTION

Part of management The ability to To seek definite

but not all of it. persuade others objectives

Human factor which obtain the

binds a group commitment of
together & motivates individuals to
it toward goal achieving goals.
 LEADERSHIP THEORIES
GREAT MAN
THEORY
TRANSFORMATIONAL CONTIGENCY
LEADERSHIP THEORIES

TRANSACTIONAL LEADERSHIP BEHAVIORAL

LEADERSHIP THEORIES THEORIES

PARTICIPATIVE
TRAIT THEORY
LEADERSHIP
SITUATIONAL
LEADERSHIP
 GREAT MAN THEORY
• Leaders are born and not made
• Great leaders will arise when there is a great
need
 TRAIT THEORY
• People are born with inherited traits
• Some traits are particularly suited to leadership
• People who make good leaders have the right (or sufficient) combination
traits.

Traits Skills
Adaptable to situations Clever
Alert to social environment Conceptual skilled
Ambitious and achievement- Creative
orientated
Assertive Fluent speaking
Cooperative Diplomatic
Self confident Organised
Tolerant of stress Social skilled
 BEHAVIORAL THEORY
• Leader can be made, rather than are born
• Successful leadership is based in definable,
learnable behavior
 PARTICIPATIVE LEADERSHIP
• Involvement in decision making improves the understanding
of the issues involved by those who must carry out decision.

• People are more committed to actions where they have

involved in the relevant decision-making

• People are less competitive and more collaborative when they

are working on joint goals.
PARTICIPATIVE LEADERSHIP (cont’d)
• When people make decisions together, the social
commitment to one another is greater and thus increases
their commitment to the decision

• Several people deciding together make better decisions than

one person alone.
 TRANSFORMATIONAL LEADERSHIP
• People will follow a person who inspires them.
• A person with vision and passion can achieve great things.
• The way to get things done is by injecting enthusiasm and energy.
• Transformational Leader can be :
– a wonderful and uplifting experience.
– put passion and energy into everything.
– care about follower and want to succeed.
 TRANSACTIONAL LEADERSHIP
• People are motivated by reward and punishment.

• Social systems work best with clear chain of command.

• When people have agreed to do a job, a part of the

deal is that they cede all authority to their manager.

• The prime purpose of a subordinate is to do what their

manager tells them to do.
 SITUATIONAL LEADERSHIP
• The best action of the leader depends on a
range of situational factors
 CONTIGENCY THEORY
• The leader’s ability to lead is contingent upon various
situational factors, including the leader’s preferred
style, the capabilities and behaviors of followers and
also various other situational factors.
 Formal leader vs Informal leader
FORMAL LEADERS INFORMAL LEADERS

“…… are those who exerts “……..are those who are not
influence by virtue of their designated as organizational
positions in organizations.” leaders yet exercise influence
over others, primarily as a
result of their own a personal
attributes.”
 Potential power base
Coercive power • Base on fear

• Opposite of coercive power

Reward power • Base on reward

• Come from the position of the superior in the

Legitimate power organisation

Expert power • One with an expertise, special skill or knowledge

Referent power • Based on follower’s identification with a leader

 Who’s leader then?
Five (5) practices the leader has
to master :

1. Challenge
the process
Leader
5. 2. Inspire a
• Vision Encourage shared
• Communicate the “heart” vision
• Action – make it
happen

3. Enable
4. Model
others to
the way
act
 Leadership vs Management
• Management functions can provide leadership.

• Leadership activities can contribute to managing.

• Nevertheless, some managers do not lead, and some leaders

do not manage.

• Leadership and management are overlap but they are not the
same – both are important.
 Leadership vs Management
• To manage means to bring about, to accomplish, to have
charge or responsibility for, to conduct.

• Leading is influencing, guiding in a direction, course, action,

opinion.

• MANAGERS are people who do things right

• LEADERS are people who do the right things

 MANAGER LEADER
Administrators Innovates
Maintains Develops
Accepts reality Investigates it
Focuses on systems and structures Focuses on people
Relies on control Inspires trust
Has a short-range view Has a long-range perspective (visionary)
(Handles day to day functions)
Asks how and when Asks what and why
Accepts the status quo Challenges it
Imitates Originates
Problems need resolution ASAP Sees problems as opportunities
Solves problems Facilitates employees in resolving
problems
Impersonal, remote High emotional intelligence
LEADER vs MANAGER : The Differences

LEADER MANAGER

• Has commanding authority or • Maintaining & managing the status

influences future happenings. quo.

• Concern with effectiveness. • Directs/oversee people or processes.

• Visionary. • Handles day to day functions.

• Emotional intelligence is typically • Most concern with efficiency.

high. • The “how” structure (e.g. policies,
• Handles self and relationships in a procedures, systems)
positive manner.
LEADER vs MANAGER : Accountability

LEADER MANAGER

• “l know these rules seem • “I implement the rules”

arbitrarily but actually
they serve a good
purpose”
• “Let me show you how
you can use them to your
advantage”
 LEADER vs MANAGER : Control

LEADER MANAGER

• Provides tool & training, • Direct the doing

then allows employees “to
do” it by letting them go.
LEADER vs MANAGER :Solving problem

LEADER MANAGER

• Facilitates employees in • Solves problems

resolving problems
 LEADER vs MANAGER :Goals

LEADER MANAGER

• Arise via desire; proactive • Arise via necessity

 LEADER vs MANAGER :Response

LEADER MANAGER

• Influences the way people • People “do” because they

think; at the core is trust are told to “do” so.
 LEADER vs MANAGER :Change

LEADER MANAGER

• Constantly challenging the • Maintain status quo

status quo. • Reactive
• Creates change and
ensures people to
embrace it
• Lets followers determine
the best way for
improvemen
LEADER vs MANAGER :representation

LEADER MANAGER

• Growth - “the sky is the • Limitations-focused on

limit” present vs. new
• New possibilities possibilities.
• Reactive
 LEADER vs MANAGER :Focus

LEADER MANAGER

• Concerned with • Concerned with efficiency

effectiveness – “are we – sets objective & focuses
doing the right things?” on achieving goals.
• Leads followers to the • Tells people to works
fulfillment of their “smarter” not “harder”
potential – from where
they are to where they
could be.
 LEADER vs MANAGER :Financial
stewardship

LEADER MANAGER

• Horizon – is a visionary • Bottom line – “are we

• Creating a new future for within budget?”
themselves & their • “Are we meeting our
followers guided by their goals”
day to day decision • Counts, records and
making. measures.
• Sees beyond the bottom
line
 Leader vs Manager
Manager Tasks Leader
Controls things Performs basic tasks Creates things

Keeps track of things Performs repetitive tasks Changes things

Budgets, makes ends meet Needs and uses resources Finds resources

Organise Develops specific task Get mission defined

expertise

Plans Finds new business Creates an environment

Solves problems Creates product/provides Shakes things up

services

Copes with complexity In contact with customers Set the direction and tone

Staffs jobs and tasks; external Enlists new clients, Aligns people; internal locus
locus of control; conservative customers of control; creative risk taker
and cautious
 Leader vs Manager
Manager Tasks Leader
Follows rules Rule oriented; system Imagination based
based

Interact with outsiders Interact internally; keeps Interact with outsiders;

people in line with systems inspires people
Responsible for own effort, Responsible for Responsible for overall
production and sales performance of outcome
organisation
Work independently Deductive process Inductive process

Lack overarching viewpoint Creates structure, risk Creates mandates; risk

averse taker

Provides feedback to Monitors organisational Monitors outside culture

organisation culture
CHARACTERISTICS OF AN EFFECTIVE
LEADER

Innovation

Job
innovated
performance

Character
Effective Interpersonal
leader skills
 CHARACTER
• Live values, lead for example
• Have & create a positive self-image
• Display Integrity & learning ability
– Demonstrates respect for self and others especially during challenging
times
– Modest, honest, fair
• Role modeling
– Accountable for their actions
– Believe they have the power to self manage vs being managed by
others
– Principles exhibited through behaviors/actions vs words/language
 JOB PERFORMANCE
• Results oriented
– Demonstrates initiative, drive, high standard is focused on goals
and outcomes
– Understand the “big picture”
– Values people, finances, processes, environment and situation
• Customer focused
– Customer is the center of decision making, listens and reacts to
customer feedback
– Sets measureable standards, monitors, and takes action
accordingly.
 INNOVATION
• Bright ideas
– Entertains new ways of thinking
– Thinks outside the box
• Removes “silos” theory
– Understands workflow of operations across
departments and system
 INNOVATED
• Mentoring/coaching
– Removes barriers to employees meeting goals
– Facilitates staff to self manage
– Motivates and challenges staff
– Creates a learning environment
 INTERPERSONAL SKILLS
• Communication
– Good listener
– Foster 2 way communication – win-win results/ decisions
– Communicates in a clear, respectful, and concise manner
• Team player
– Supports and empowers others – focus on team interest and needs
– Never says “that’s not my job”
– Puts organization or team before self
• Relationship building – build teams
– Recognises and rewards publicly – says “ Thank you”, “Good job”
– Genuine, trustworthy, credible, emotional intelligence etc
 Tutorial
• Leadership is defined as the process of directing
and influencing the task related activities of
group members in achieving goals. Based on the
definition given, explain with examples, five (5)
characteristics of effective leader can be
implemented in construction project (15marks)

• Explain with relevant examples, the difference

between a Manager and a Leader in construction
project. (10marks)