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Mansfield, J R (2009) The use of formalised risk management approaches by UK design consultants in conservation refurbishment projects. Engineering, Construction and Architectural Management, 16(03), 273–87.
Ng, S T, Shi, J and Fang, Y (2009) Enhancing the logistics of construction materials through activity-based simulation approach. Engineering, Construction and Architectural Management, 16(03), 224–37.
Peansupap, V and Walker, D H T (2009) Exploratory factors influencing design practice learning within a Thai context. Engineering, Construction and Architectural Management, 16(03), 238–53.
Sang, K J C, Ison, S G and Dainty, A R J (2009) The job satisfaction of UK architects and relationships with work-life balance and turnover intentions. Engineering, Construction and Architectural Management, 16(03), 288–300.
Toor, S-u-R and Ogunlana, S (2009) Ineffective leadership: Investigating the negative attributes of leaders and organizational neutralizers. Engineering, Construction and Architectural Management, 16(03), 254–72.
- Type: Journal Article
- Keywords: leadership; organizational culture; personality; Thailand
- ISBN/ISSN: 0969-9988
- URL: http://www.ingentaconnect.com/content/mcb/286/2009/00000016/00000003/art00004
- Abstract:
Purpose - A large portion of the extant literature on leadership focuses only on the positive traits of leaders. However, the so-called "dark side of leadership", or negative personal traits of leaders, has received relatively less attention. Also, in practice, leadership is mostly evaluated in terms of the positive traits and strengths of leaders, even though certain organizational factors and followers' characteristics significantly contribute to the effectiveness or ineffectiveness of leaders. This paper aims to examine the negative personal attributes and organizational factors - termed "organizational neutralizers" - that impede the leadership effectiveness of project managers on construction projects. Design/methodology/approach - To achieve the research objectives, questionnaire surveys and interviews are conducted on a large construction project in Thailand. In total, 78 questionnaires and 35 interviews are conducted with project managers, deputy project managers, and other senior managers working for various stakeholders involved in the construction of the Second Bangkok International Airport (SBIA). Findings - Findings reveal that wrongful use of power, poor communication, and low experience are the leading negative personal factors which make project leaders appear incompetent and ineffective in the workplace. Also, organizational factors that hinder the leadership performance of project managers include: lack of resources, lack of planning and control, lack of synergy between performance and goals, and lack of higher management support. Practical implications - Practical implications are discussed for the selection and development of project managers and project staff, personnel performance management, and improvements in organizational culture, strategy, and approach towards project management. Original/value - The research findings presented here show that certain negative attributes of leaders and organizational factors can impede leadership effectiveness and performance. A number of possible directions are proposed in which future research can be directed to explore what hinders project managers from performing their leadership roles more effectively in construction projects.
Wan, S K M and Kumaraswamy, M M (2009) Industrial management approaches for improving material control in building services works. Engineering, Construction and Architectural Management, 16(03), 208–23.