Leadership style practices of construction and project managers in the South African construction

146 Pages·2015·2.17 MB·English

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How to cite this thesis
Surname, Initial(s). (2012) Title of the thesis or dissertation. PhD. (Chemistry)/ M.Sc. (Physics)/
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LEADERSHIP STYLE PRACTICES OF CONSTRUCTION AND PROJECT
MANAGERS IN THE SOUTH AFRICAN CONSTRUCTION INDUSTRY

A dissertation presented

By

Murendeni Liphadzi

to

THE FACULTY OF ENGINEERING AND THE BUILT ENVIRONMENT

in fulfilment of the requirements for the degree of

MASTERS OF TECHNOLOGY

in the subject of

CONSTRUCTION MANAGEMENT

UNIVERSITY OF JOHANNESBURG, JOHANNESBURG,
SOUTH AFRICA

SUPERVISOR: DR CO AIGBAVBOA

CO-SUPERVISOR: PROF WD THWALA

2015
LEADERSHIP STYLE PRACTICES BY CONSTRUCTION MANAGERS AND
PROJECT MANAGERS IN THE SOUTH AFFRICAN CONSTRUCTION INDUSTRY

MURENDENI
LIPHADZI

SUPERVISOR: DR C.O. AIGBAVBOA

CO-SUPERVISOR: PROF WD THWALA

A dissertation submitted in partial fulfillment of the requirements for the award of a
Masters Technologiae in Construction Management to the Faculty of Engineering
and the Built Environment, Department of Construction Management and Quantity
Surveying, University of Johannesburg, Republic of South Africa.

JOHANNESBURG, JANUARY 2015
DECLARATION

I, MURENDENI LIPHADZI, do hereby declare that this treatise is the result of my own
investigation and research, except to the extent indicated in the references and by comments
included in the body of the report, and that it has never been presented any were else for a similar
purpose. It is submitted to the University of Johannesburg (Department of Construction
Management and Quantity Surveying), as a requirement to obtain MAGISTER
TECHNOLOGIAE degree in construction management.

Signature ______________________

University of Johannesburg
Doornfontein Campus.

i
DEDICATION
To my parents, siblings and research supervisors.
ii
ACKNOWLEDGEMENTS
Firstly, I would like to thank God who made it possible for me to come this far. I am truly
thankful for the strength and courage that he restored in me throughout this journey.
I would further like to express my sincere thanks to the following:
- My family and friends, for the support and the encouragement given to me throughout my
studies, especially by Tshililo Liphadzi and Mulenga Mukuka who assisted me in editing the
dissertation.
- Dr Clinton Aigbavboa and Prof Didibhuku Thwala, my supervisors, for their encouragement,
motivation and helpful insights, direction, as well as timeous and honest feedback; and
- Statkon for the data and input analysis.
- Department of public works for awarding me the study bursary for this qualification.
- All the respondents who participated in the research process.
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ABSTRACT
The construction industry is an important sector in the development and economic progression of
South Africa. Moreover, projects in the South African construction industry involve different
individuals and organizations that collaborate to achieve a specific task at a specific time. Hence,
leadership is essential in any construction organization to achieve organizational goals and to
promote individual professional achievement in the industry. This study evaluates different
leadership style practices of construction and project managers in the South African construction
industry. The study further investigates leadership development approaches in the industry. The
data used in this research were derived from both primary and secondary sources. The secondary
data were collected via a detailed review of related literature. The primary data were collected
through a structured questionnaire aimed at 150 construction and project managers in the South
African construction industry. The study revealed that project and construction managers in the
South African construction industry prefer transformational leadership, followed by transactional
and democratic leadership. It was also revealed that communication skills, vision, honesty and
reliability are some of the important traits of a project leader. This study also suggests ways in
which leaders can be developed in the construction industry. Formal leadership training, mentoring
and personal development are highlighted as some of the ways in which construction leaders can
be developed in the construction industry. It is therefore recommended that construction
organizations in South Africa should invest more than they are currently doing in leadership
development programs, so that future project and construction managers can be developed to be
effective leaders in the industry. The current study contributes to the body of knowledge on the
subject of leadership in the construction industry. The value of the study is to facilitate and
understand the different leadership style practices in the construction industry and to determine the
relationship between leadership styles and project success. This research also provides new
information on how to improve leadership in the South African construction industry.

Keywords: Leadership, construction industry, construction management, leadership styles.

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TABLE OF CONTENTS

DECLARATION ............................................................................................................i
DEDICATION ................................................................................................................i
ACKNOWLEDGEMENTS ........................................................................................ iii
ABSTRACT ................................................................................................................. iv
TABLE OF CONTENTS .............................................................................................. v
LIST OF ABBREVIATIONS ................................................................................... xii
LIST OF FIGURES .................................................................................................. xiii
LIST OF TABLES .................................................................................................... xiv
LIST OF MAPS ........................................................................................................... xv
CHAPTER ONE ............................................................................................................ 1
INTRODUCTION .............................................................................................................................................................. 1
1.1 BACKGROUND ...................................................................................................................................................... 1
1.2 AIM OF THE STUDY ............................................................................................................................................. 3
1.3 PROBLEM STATEMENT ..................................................................................................................................... 3
1.4 RESEARCH QUESTIONS ..................................................................................................................................... 4
1.5 RESEARCH OBJECTIVES ................................................................................................................................... 4
1.6 MOTIVATION OF THE STUDY .......................................................................................................................... 4
1.7 RESEARCH SIGNIFICANCE ................................................................................................................................ 5
1.8 RESEARCH METHODOLOGY ............................................................................................................................. 5
1.8.1 Research approach and design ..................................................................................... 5
1.8.2 Quantitative research .................................................................................................... 5
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1.8.3 Research area and targeted respondents ...................................................................... 6
1.8.4 Sample and data collection .......................................................................................... 6
1.8.5 Data analysis ............................................................................................................... 6
1.9 ETHICAL CONSIDERATION ............................................................................................................................... 6
1.10 LIMITATION OF THE STUDY ............................................................................................................................ 6
1.11 OVERVIEW OF CHAPTERS ................................................................................................................................. 6
1.12 CONCLUSION ....................................................................................................................................................... 8
CHAPTER TWO .......................................................................................................... 9
LITERATURE REVIEW: Leadership and the Construction Industry ........................................................................ 9
2.1 INTRODUCTION .................................................................................................................................................... 9
2.2 OVERVIEW OF THE CONSTRUCTION INDUSTRY ......................................................................................... 9
2.3 LEADERSHIP DEFINED ..................................................................................................................................... 10
2.4 LEADERSHIP ORIGINS ...................................................................................................................................... 12
2.5 LEADERSHIP THEORIES .................................................................................................................................. 13
2.5.1 Leadership theory categories ........................................................................................ 14
2.5.1.1 Great Man theory ....................................................................................................... 14
2.5.1.2 Trait theories .............................................................................................................. 15
2.5.1.3 Behavioural theories .................................................................................................. 15
2.5.1.4 Situational theories .................................................................................................... 16
2.5.1.5 Transactional theories ................................................................................................ 16
2.5.1.6 Transformational theories .......................................................................................... 17
2.6 LEADERSHIP VERSUS MANAGEMENT ......................................................................................................... 17
2.7 LEADERSHIP IN THE CONSTRUCTION INDUSTRY .................................................................................... 19
2.7.1 Construction Management ............................................................................................ 21
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2.7.1.1 Construction Manager ............................................................................................... 21
2.7.2 Project Management ..................................................................................................... 21
2.7.2.1 Project Manager ......................................................................................................... 22
2.8 LEADERSHIP STYLES IN THE CONSTRUCTION INDUSTRY ..................................................................... 22
2.8.1 TRANSACTIONAL LEADERSHIP ........................................................................... 23
2.8.1.1 Contingent Reward .............................................................................................. 23
2.8.1.2 Management by Exception (Active) ..................................................................... 23
2.8.1.3 Management by Exception (Passive) .................................................................. 23
2.8.2 CHARISMATIC LEADERSHIP ................................................................................. 23
2.8.3 TRANSFORMATIONAL LEADERSHIP................................................................... 24
2.8.4 DEMOCRATIC LEADERSHIP .................................................................................. 25
2.8.5 THE LAISSEZ-FAIRE LEADERSHIP ....................................................................... 26
2.8.6 AUTHORITARIAN LEADERSHIP ............................................................................ 26
2.9 LEADERSHIP TRAITS ....................................................................................................................................... 27
2.10 LEADERSHIP COMPETENCIES ....................................................................................................................... 32
2.11 LEADERSHIP EFFECTIVENESS ....................................................................................................................... 35
2.12 LEADERSHIP DEVELOPMENT ......................................................................................................................... 36
2.13 CONCLUSION ...................................................................................................................................................... 38
CHAPTER THREE: Leadership in the construction industry: International
Experience ............................................................................................................... 39
3.1 INTRODUCTION .................................................................................................................................................. 39
3.2 UNITED ARAB EMIRATES ................................................................................................................................ 39
3.2.1 Background ................................................................................................................... 39
3.2.2 Construction Leadership in UAE. ................................................................................ 41
3.3 HONG KONG ........................................................................................................................................................ 42
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