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Chinda, T and Mohamed, S (2008) Structural equation model of construction safety culture. Engineering, Construction and Architectural Management, 15(02), 114–31.

Hao, J L, Hill, M J and Shen, L Y (2008) Managing construction waste on-site through system dynamics modelling: the case of Hong Kong. Engineering, Construction and Architectural Management, 15(02), 103–13.

Limsila, K and Ogunlana, S O (2008) Performance and leadership outcome correlates of leadership styles and subordinate commitment. Engineering, Construction and Architectural Management, 15(02), 164–84.

  • Type: Journal Article
  • Keywords: construction industry; leadership; performance management; Thailand; transformational leadership
  • ISBN/ISSN: 0969-9988
  • URL: http://www.emeraldinsight.com/10.1108/09699980810852682
  • Abstract:
    Purpose – This study aims to examine how project managers' leadership styles and subordinates' organisational commitment correlates with leadership outcomes and work performance of subordinates on construction projects. It provides significant value for both practitioners and academics. On the practical side, it seeks to inform project managers that they can adapt their leadership behaviours in order to enhance subordinates' organizational commitment, improve work performance, and consequently increase a positive working atmosphere. Academically, the study aims to provide additional insights into the leadership field by contributing to the future development of this study area. Design/methodology/approach – Leadership styles and leadership outcomes were measured using Bass and Avolio's multifactor leadership questionnaire (MLQ). Porter et al.'s organizational commitment questionnaire (OCQ) was used to measure organizational commitment of subordinates. A total of 156 respondents (project managers, engineers and architects) working in construction projects in Thailand participated in the study. Findings – The transformational leadership style has a positive association with work performance and organizational commitment of subordinates more than the transactional style. Transformational leaders produce higher leadership outcomes as well. Practical implications – By applying the results in practice, project managers can adjust their leadership behaviours to support subordinates in producing high work performance and increasing leadership outcomes, whereas the human resource management function of construction companies can also utilize these results for the leadership development effort in their organization. Originality/value – This paper is the first attempt to understand the influence of transformational, transactional and laissez-faire leadership factors on leadership outcomes and work performance from subordinates in the construction industry in Thailand.

Swaffield, L M and McDonald, A M (2008) The contractor's use of life cycle costing on PFI projects. Engineering, Construction and Architectural Management, 15(02), 132–48.

Tas, E, Yaman, H and Tanacan, L (2008) A building material evaluation and selection model for the Turkish construction sector. Engineering, Construction and Architectural Management, 15(02), 149–63.

Wall, J and Ahmed, V (2008) Lessons learned from a case study in deploying blended learning continuing professional development. Engineering, Construction and Architectural Management, 15(02), 185–202.