Leadership in the Industry of Construction - Book Report/Review Example

Summary

The contingent reward factor is developed upon a bargained exchange system where the leader in the construction industry agrees with the subordinates to achieve the organizational goals jointly. Under the contingency factor the leader is bound to reward the juniors in the…

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Leadership in the Industry of Construction

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Subject: Miscellaneous
Type: Book Report/Review
Level: Medical School
Pages: 14 (3500 words)
Downloads: 3
Author: wilmahegmann

Extract of sample "Leadership in the Industry of Construction"

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Under the active management by exception, the leader is supposed to issue standards of compliance to the employees in a construction project. The leader of manager is supposed to explain the components of substandard performance. This leadership is perceived to be strict since the leader may punish the subordinates for being non-compliant with the issued standards. Construction projects demand strict legal and professional codes of compliance and this style of leadership is used to ensure excellence in construction projects (Hersey & Johnson, 2008).

Management by exception entails strict monitoring of mistakes and taking corrective actions as soon as need dictates. However, the passive management by exception entails leadership without giving standards of compliance or specifying agreements. Nonetheless, the leader is expected to respond when problems become apparent. This style of leadership does not respond to problems systematically and is seen to be unprofessional in for the industry of construction. Transformational leadership is intrinsically based on the process of motivation.

This kind of leadership lies on the ability of the leader to inspire the employees to put effort into a task (Kouzes & Posner, 2007). Under this leadership, charisma is viewed as necessary but insufficient. This style of leadership aims at transforming both the industry and the employees. The leaders paint the image of an ideal future and develop a desire for the employees to achieve it. Leadership in the construction industry is therefore viewed as personal traits, implicit motives and self-acquired cognitive behaviors.

The leader must have a special ability to understand and operate situational variables. Research shows that the contingency mode of leadership is the most widely used (Cooper & Schriesheim, 2005). Studies show that authentic, charismatic, spiritual and coaching are also classified as forms of leadership in the industry of construction. Reseach

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