Management and leadership

In the past the UK was looked up to and provided management and leadership skills round the world. Over the past few years it is clear something has gone wrong dramatically-so what is it and how can it be rectified? The author discusses the issues by looking at examples from both the private sector and nationalised institutions     

Leadership the Sven-Goran Eriksson way [engineering management]

In this article, the author examines whether the England football manager has shown a leadership style which defies conventional stereotypes and exemplifies an approach from which today's business leaders can learn some useful lessons. Swedish leadership is about consensus, harmony, a dislike of conflict; and whether running a business or coaching a soccer team, it seems to work     

Tomatoes are red, engineers are pink, world-class are you? [futureengineers, benchmark]

A truly world class benchmark for tomorrow's engineers will include qualities of leadership, entrepreneurism and technical foresight. The author believes that the Engineering Council's standards and routes to registration (SARTOR '97) is a fresh step towards a new crop of engineering professionals with designer characteristics for management. The author discusses the for and against of the management characteristics development. The author then discusses engineering management in relation to chartered engineers, and the requirements to become world class engineers     

关于房屋建筑工程外墙渗漏问题的施工管理与防治

众多的实践结果表明,我国的房屋建筑工程外墙施工在外墙渗漏及各项防治技术应用的带领下,已经得到了急速的发展和提高,同时也更加富有生命力与竞争力。本文就主要对房屋建筑工程外墙渗漏的主要原因及其施工管理与防治方法等有关问题进行了浅要的分析与探讨。     

Shared leadership in project teams: An integrative multi-level conceptual model and research agenda

Shared leadership has rarely been studied in the project management context, despite its proven performance-enhancing benefits in other management domains. Based on a systematic review of the salient literature from multiple disciplines, this paper develops a new multi-level conceptual model to advance a holistic understanding of how shared leadership develops and how it may impact individual, team, project and wider organisational performance. The conceptual model draws upon the input-mediator-output-input perspective of systems theory, which is well-established in the general team literature. The new integrative model identifies the potential multi-level antecedents, proximal team functioning outcomes, and the more distal multi-level outcomes of shared leadership based on findings from the shared leadership literature drawn largely from other domains. Potential boundary conditions of the model are identified. A future research agenda is recommended for empirically testing the new multi-level shared leadership model and its different elements in a diverse range of project contexts.     

Speak, hands, for me! [management]

This article on a systematic approach to management looks at Casca from Shakespeare's `Julius Caesar' and asks: `Could he be the boss of your company?' The author discusses the leadership attributes of Casca and how such attributes can be used by modern day company chief executives     

The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective

Research on integrated project delivery (IPD) has considered collaboration satisfaction as an important factor for improving project outcomes. Yet, the potential mechanism influencing it remains unexplored in construction project management, especially in the aspects of human skills. The purpose of this paper is to examine whether leadership styles mediate the link between the emotional intelligence (EI) of authorized leader and four collaboration satisfaction outcomes perceived by other participants in an integrated team: performance contribution satisfaction (PCS), efficiency satisfaction (ES), relationship satisfaction (RS), and interests satisfaction (IS). Data was collected from 365 samples including project leaders and scholars who possess experience of IPD in China. The results show that transformational and active-transactional leadership fully mediate the relationships of EI with PCS, ES, and IS, and were partial mediators between EI and RS. In addition, the partial mediation role of passive-transactional leadership in the relationships of EI with RS and IS were identified, but its mediating effects between PCS and ES were not found. Similarly, owing to the non-significant effects of laissez-faire leadership on dimensions of collaboration satisfaction, this leadership style does not play mediating role in the relationships of EI with four dimensions of collaboration satisfaction. This paper makes contribution to the mediating mechanism research of revised full range leadership model by proposing collaboration satisfaction criteria and EI model in IPD project.     

Business transformation: Leadership,integration and innovation – A case study

The Cornerstone Program represented a significant business transformation for Hydro One. Just as a cornerstone helps determine the position of an entire structure; the Cornerstone Program has helped shape the future strategic position of Hydro One. This strategy and vision includes supporting the business infrastructure through improvements to rapidly respond to business needs, enabling rapid access to information for strategic decisions, and streamlined business operations enabling the organization to deal with growing requirements. This case study introduces a conceptual framework that draws from theoretical change models but is also grounded in the reality of the change environment at this organization. Realizing major organizational change is a complex process influenced by the characteristics of an organization, the integrated project and change management framework, and the importance of key leadership roles throughout the change process. Results from this study suggest that effective change implementation was enabled by leadership, program management, and change ownership, integrated with project implementation.     

Quality with people or people with quality?

The author suggests that quality is not achieved by having high-calibre people, nor even high-calibre managers, but rather it is achieved by a style of management which has the aim of successfully getting everyone to strive for customer-focused excellence in everything. The author discusses the quality strategy introduced at BT during the 1980s and the effects it has had on the company     

市政道路桥梁施工协调性管理分析

市政道路桥梁建设对于城市发展与城市交流的重要性不言而喻,但是要高效高质的完成市政道路桥梁工程建设,必须要依靠有序良好的管理。本文对市政道路桥梁施工的协调性管理、管理工作中存在的问题,以及如何加强协调性管理都做了探讨。     

Tragedies of Characteristics,Fate or Society——An Analysis of some main characters in Shakespeare's plays

<正>Tragic drama has a long history.In Ancient Greek,three great tragedy playwrights have already emerged.Their tragic dramas mostly focus on the fate of human beings.Greek drama is called the tragedy of fate.From the works of Aeschylus,fate is a kind of sense that is irresistible not only overriding the power of human but also the god.Sophocles works show the unavoidable ruin in the fight against the evil destiny,meaning that fate can be resisted.Euripides’s works tell people fate is in the hands of human’s own.All the works of the three great tragedy playwrights makes it difficult to think that Shakespeare was not remembering them in writing his tragic dramas.Some scholars believe that Shakespeare’s tragedies portray the rise and fall of a man,who has great virtues but is ulti-     

情商视角下项目经理领导风格对项目绩效的影响研究

作为一种关键软实力,情商对领导行为及组织绩效的作用已受到广泛关注。为了研究情商、领导行为和项目绩效三者之间的影响路径,在工程背景下,重新定义了项目经理情商、领导风格及项目绩效的维度,构建出"项目经理情商-领导风格-项目绩效"的中介效应关系模型。运用SPSS软件进行实证研究,验证出转换型和积极交易型领导风格在情商与项目整体绩效、各参与方满意度的作用中起完全中介作用,在与多元化目标关系中起部分中介作用;消极交易型在情商与多元化目标、各参与方满意度的作用中起部分中介作用,在与项目整体绩效关系中无中介作用;放任型在情商与项目绩效的作用中无中介作用。同时,情商维度如团队管理等对领导风格及项目绩效的积极作用,对工程项目管理及项目经理的选择有指导意义。     

Toil and trouble [systems approach to management]

This is the seventh article in a series which has used characters from the plays of William Shakespeare to illustrate the systems approach to management, a methodology derived from the author's practical experience in applying the techniques espoused by W. Edwards Deming. The main elements of the system are: a management philosophy; education of the workforce; a system of measuring processes; determination of the causes of variation; identification and involvement of customers; and a structured quality organisation. This article summarises all elements of the system and shows how they must be applied in an organised manner     

In Defence of Shylock in The Merchant of Venice——Analysis of Shakespeare's Anti-Semitism

Shylock was depicted as a greedy vicious Usurer who cared about money or profit over everything by Shakespeare in The Merchant of Venice,while this paper intends to speak in defence of seemingly selfish Shylock.Through some in-depth analysis of the reason and racial nature of regular Jewish people beneath the story,Shylock’s much blamed behavior was justified,which can further more give a hint of the author’s antisemitism.     

Authentic leadership for 21st century project delivery

Project leadership has to adapt to meet changing needs of this 21st century if it is to remain relevant. The 21st century world has changed from that of the previous century with the global financial crisis (GFC) marking a point of inflection in this change. At the same time generational change and particularly in Australia, a move to project alliance contracting, combine to require a re-examination of project leadership. Results of a pilot study and preliminary results of research into characteristics required for successful alliance project leadership are presented.Characteristics identified by this research relate closely to those of authentic leadership. A capability maturity model (CMM) to track the development of authentic leadership attributes in project leaders is proposed. Research by others in a range of project based environments would further test the usefulness of this CMM for project managers and leaders.     

A power‐based leadership approach to project management

The concept of leadership relates to power structuring whereby the project leader may lead and motivate through power disposition. Power, in its diverse guises, combines interpersonal and structural elements and can be enhanced through political manoeuvring. Power may also be distributed unevenly between individuals in the project team. In this article a power‐based model of project leadership is developed, underpinned by a behaviour‐performance‐outcome approach and an appropriate methodology is developed for testing the construction enterprises in China using structural equations modelling. The fitness indices show that the resulting model which postulates that the motivational function of good leadership operates through managing power gaps by means of power‐sharing and power‐amassing is acceptable. The effects (both predominant magnitudes and statistical significance) from the project managers' referent power to power‐sharing and power‐amassing show that the project manager's inherent personal traits and credentials are critical to his/her power exercising so as to motivate members to secure management effectiveness.     

The development of constructs of program context and program success: A qualitative study

Growth in the use of programs to achieve organizational strategy has led to a requirement to understand the leadership competences of effective program managers. This paper presents the results of the first stage of a larger study on the influence of leadership on program results. A qualitative, inductive interview-based approach was used with 15 program managers from a range of industries in China, Sweden, The Netherlands and the UK. The purpose of this qualitative study is: a) to develop the constructs for program context and program success in the research model in order to design a questionnaire for the subsequent quantitative study; b) to collect data from program managers on the magnitude and mix of leadership competences needed for successful program management. In addition to the development of measurement dimensions for program context and program success, the results also show that program managers' leadership competences are a key success factor in program management and program managers' leadership styles are contingent on program context.     

工程设计团队知识管理对创造力影响的研究:领导力的调节作用

现代工程设计团队的创造力与团队的领导力及知识管理水平关系密切,为了寻求提升工程设计团队创造力的有效途径,在理论分析基础上构建变革型领导力调节下的工程设计团队知识管理对创造力的影响机理模型,通过问卷调查方式获得 128 份有效数据。实证分析结果验证了模型的部分假设,研究表明:知识管理对工程设计团队创造力具有显著正向影响,并在变革型领导力对团队创造力的影响中起到部分中介作用;变革型领导力的德行垂范和个性化关怀两个维度在知识管理对工程设计团队创造力的影响中起到调节作用。研究结果有助于指导工程设计团队寻找提升创造力的方法,对于探索工程设计团队领导力、知识管理和创造力之间的相互关系具有一定的参考价值。     

南排河道护岸现状及处理浅析

水利工程河道管理急需改变"重建轻管"的现状。论文从管理现状及护岸损坏成因分析河道管理的缺陷,为同类工程管理方式提供参考。     

基于关系治理的建设项目绩效研究

关系治理能够有效促进建设项目绩效提升,但既有研究缺乏对组织间关系治理与项目绩效机制边界条件的探讨.在建设项目背景下,以知识共享为中介变量,项目经理领导力作为调节变量引入关系治理机制,利用文献综述做出研究假设的基础之上构建具有调节机制的中介模型.实证研究发现:关系治理正向影响建设项目绩效;知识共享在关系治理对建设项目绩效...