Leadership Styles of Project and Construction Managers in the Canadian Oilsands

Transcription

1 Leadership Styles of Project and Construction Managers in the Canadian Oilsands D. Todd Hisey MSc PMP MAPM MMP CD

2 Introduction Leadership in the Construction Industry: International Experience Data Collection Survey Design Data Analysis Discussion of Findings Conclusion and Recommendations

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4 Background Why write about leadership? Aim Investigate the predominant leadership styles of project and construction managers in the Canadian Oilsands. Objectives To evaluate the different leadership styles of project and construction managers in the Canadian Oilsands. To identify the dominant leadership traits of project and construction managers in the Canadian Oilsands. To identify the preferred leadership traits for project and construction managers in the Canadian Oilsands by subordinates. To recommend how future leaders can be developed?

5 Leadership Theory Great Man Trait Behavioural Contingency Situational Action-Centred Transactional Transformational Servant Leader

6 Do You Know Your Leadership Style?

7 Leadership: International Construction Experience North America United States of America Florida 2009 Panthi et Al. Study Selling Style of Situational Leadership Europe United Kingdom 2011 Opoku et Al. Study Transformational Style Africa Republic of South Africa 2015 Liphadzi Study Transformational Leadership

8 Asia-Pacific Surabaya, Indonesia 2004 Andi et Al. Study Selling Style of Situational Leadership Middle East United Arab Emirates 2007 Randeree et Al. Study Consultative Style of Leadership

9 International Experience Cont d In examining these four regions we have been able to conclude that the prevalent leadership styles of project and construction managers are as follows: United States of America Situational Leadership Selling/Participatory; South Africa Transformational Leadership; Indonesia Situational Leadership Selling; and Unite Arab Emirates - Consultative/Participatory Leadership.

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11 Data Collection - Survey Design 8 Sections; 24 Questions Section 1: Demographic Data Section 2: Leadership Styles and Practices Unseen to respondents, question bank divided into 5 leadership styles Unseen to respondents, questions to determine their preference for a leadership style Section 3: Leader Behaviours on Subordinates Section 4: Leadership Characteristics Section 5: PM & CM Qualities Section 6: PM & CM Attributes Section 7: Leadership Development Section 8: Leadership Reflection

12 Data Collection Structured Questionnaire using Survey Monkey Distributed to 100 respondents July-October 2016

13 Data Analysis Section 1: Single Choice Section 2 & 3: Comparative Scale Numerical values assigned to each question and analysed using MarketSight to determine mean response. Rank order scaling by mean was used to determine ordinal data Sections 4-7: Ordinal Ranking Section 8: Open-Ended Text Question

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15 Discussion of Findings Section 1: Demographics 94% Male 6% Female 30% Ages % Caucasian 94% Canadian Citizens 31% PMP 50% Technical Institute or Trade 25% 6-10 years working for a PM/CM 44% 1-5 years working as a PM/CM

16 Sectors Oilsands Major Projects/Facilities Organizations- Client/Owner

17 Past Projects Current Projects- 1-5

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19 Section 2: Leadership Styles - Oilsands 1. Autocratic/Authoritarian Style 2. Laissez-Faire/Free Reign Style 3. Transactional Style 4. Transformational Style 5. Democratic Participatory Style International 1. USA Situational Leadership/ Selling-Participatory 2. UK Transformational Leadership 3. South Africa Transformational Leadership 4. UAE Consultative/Participatory Leadership 5. Indonesia Situational Leadership/Selling-Participatory

20 Autocratic/Authoritarian Style Key Statements As the leader I am the only one who initiates methods and procedures I ask for little input from my subordinates I persuade others to do things my way I always stand for what is right I monitor all projects that I am in charge of to ensure the team meets its goal

21 Laissez-Faire Free Reign Style Key Statements Whatever my personnel want to do is I allow employees to make decisions and have complete freedom My workforce should work on their understanding of the work given I provide necessary resources and let them work

22 Transactional Style Key Statements I emphasize discipline when my subordinates do something wrong I motivate personnel through rewards and payments My personnel should obey my instructions I facilitate events for my workforce I lead others by setting standards we agree upon

23 Transformational Style Key Statements I spend considerable energy in arousing hopes, among my workers I spend considerable energy in arousing aspirations, among my workers I spend considerable time in arousing expectations, among my workers A significant part of my leadership is that of a teacher A leader must represent a higher morality I help others with their self-development

24 Democratic Style Key Statements A leader gathers feedback from subordinates before deciding I involve employees in project decision making I keep the communication open at all times I sometimes ask my subordinates for ideas I encourage creativity and new ideas

25 Leadership Style Preference Servant/Transformational Leader To be led by a leader who puts people first and uses foresight when leading To be led by a systems thinker To be led by a skilled communicator To be led by a compassionate collaborator To be led by a person of character To be led by a person of moral authority

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27 Section 3 Leader Behaviours Good leadership is vital to construction project success Planning work for the workforce is important for project success Communication within the project environment Good management skills

28 Section 4 Leadership Characteristics Good leadership is vital to construction project success Planning work for the workforce is important for project success Communication within the project environment Good management skills

29 Section 5 PM & CM Qualities Reliable Communication Skills Honest Confident Organized Decisive

30 Section 6 PM & CM Attributes Ability to Meet Project Objectives Problem Solving and Analysis Project Management Financial Management Stakeholder Relations Change Management

31 Section 7 Leadership Development Challenges: Ineffective Organizational Culture Political Environment Company Policy to Hire Leaders Rather Than Develop Them Autocratic Management Lack of Training

32 Section 7 Leadership Development Opportunities: Education/Skills/Qualifications Leadership Training Courses Inspiration from Current Leadership New Challenges Taking Responsibility

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34 Section 8 Leadership Reflection There are many managers, but not many leaders. It is clear that much of the inefficiencies that exist are due to people in leadership positions who lack the ability to lead. A workforce led by capable and empowering leaders create a much more capable and productive workforce.

35 Section 8 Leadership Reflection Leadership used to come from people who had extensive experience in their discipline and operations. Many of them were charismatic leaders, selected over long careers. Today people believe the fallacy that leadership can be taught and project management is about managing lists of deliverables.

36 Section 8 Leadership Reflection We started with "My way or the Highway" and we have moved to the "You have a degree so you must have leadership qualities". We need to get back to building teams and leaders who know how to serve their teams and promoting honest leaders.

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