Leadership does not annul the laws of nature, nor is it a

1. 16 : Infusing the Project Mission Leadership does not annul the laws of nature, nor is it a substitute for the elements essential to coöperative effort; but it is the essential social essence that gives common meaning to common purpose, that creates the incentive that makes other incentives effective, that infuses the subjective aspect of countless decisions with consistency in a changing environment, that inspires the personal conviction that produces the vital cohesiveness without which coöperation is impossible Chester Barnard Leading the Project Coalition

2. Infusing the Project Mission • appropriate leadership • leadership style • construction project leadership • resolving conflict on the project • the levers of power • project culture and leadership Leading the Project Coalition

3. Appropriate Leadership • the capabilities of the leader • greater analytic and problem-solving skills • more energy, setting the pace • consummate technical skills • the characteristics of the led • level of education • cultural factors • previous experience • perception of the situation • the nature of the mission • emotional intelligence Leading the Project Coalition

4. Emotional Intelligence Leading the Project Coalition

5. context led leader task appropriate leadership Appropriate Project Leadership

6. Leadership Style • autocratic • paternalistic • consultative • participative • leadership styles as a bag of golf-clubs? Leading the Project Coalition

7. Construction Project Leadership • the challenge : • large and dispersed • diverse in education and organisational culture • the dynamics of the project life-cycle • leader’s characteristics • mature • well-educated • extravert, not introvert • intuitive, not sensing • thinking, not feeling • high emotional intelligence Leading the Project Coalition

8. Resolving Project Conflict • the project matrix is in continual tension • managing conflict • a clear and coherent project mission • argue about facts, not opinions • use of third party experts • appropriate decision-making tools • partnering relationships Leading the Project Coalition

9. The Levers of Power • the ability of A to influence B’s decision • inherently a relationship • the three dimensions of power : • overt power • agenda-setting power • hegemonic power Leading the Project Coalition

10. Three Dimensions of Power 1 the first dimension A B 2 3 1 the second dimension A B 2 3 1 the third dimension A B 2 3 Leading the Project Coalition

11. The Levers of Power • physical power • reward power • positional power • expert power • personal power • charisma Leading the Project Coalition

12. Project Culture and Leadership • what is culture • developing project culture • working on artefacts Leading the Project Coalition

13. What is Project Culture? • basic assumptions • common across projects • espoused values • artefacts and creations Leading the Project Coalition

14. The Levels of Organisational Culture artefacts espoused values basic assumptions creations

15. Developing Project Culture • what is noticed and measured • responding to critical incidents • deliberate coaching • explicit and public criteria for decision-making Leading the Project Coalition

16. Working on Artefacts • how meetings are organised • explicit valuation of workforce • e.g. good quality facilities • demonstrating safety is a priority • being seen to reject the lowest tender • management development programmes Leading the Project Coalition