Leadership remains a critical practice or strategy in every field, organization, and institution. Within the construction industry, there is a need for managers to promote and portray desirable attributes that can empower followers and make it possible for them to deliver positive results. Many projects are usually complex, demanding, and hard to complete in a timely manner. These issues explain why managers should be aware of potential challenges, opportunities, and emerging attributes that might affect overall performance.
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Unfortunately, the current literature fails to present evidence-based or effective leadership models that can support the successful completion of projects in the building sector. This paper seeks to examine the concept of authentic leadership and why it can become the best option for improving management and supervision in the construction industry.
Leadership in the Construction Industry
The success of any project in the construction sector depends on the manager’s ability to guide his or her followers, strategize, present timely procedures, and implement contingency plans whenever the original ones fail. Over the years, experts and project management theorists have mainly focused on the issues of delivery and adherence to the stipulated guidelines. Many scholars have indicated that successful project leaders should have these crucial attributes: innovativeness, time management, charisma, attention to detail, and the ability to influence others (Maxwell 47). While majority of them work hard to develop such skills, the outstanding fact is that majority of the projects are never completed on time.
This gap explains why it is critical to consider this area and offer personal recommendations that can make a significant difference for the construction sector. The selected idea revolves around the importance of introducing and applying authentic leadership as an integral aspect or attribute of the construction industry. The most important thing is for stakeholders in this field to consider emerging changes and requirements that can make a significant difference for workers and eventually deliver positive results.
Additionally, many leaders in this sector do not consider the demands and expectations of those at the bottom of the organizational chain (Covelli and Mason 6). The adoption of autocratic models of leadership is a malpractice that affects project delivery, the involvement of workers, and the ability to address every identified problem.
Within the past two decades, new theories of leadership have emerged that promote positive relationships between those in charge in their followers. The principles of ethics, morality, and involvement guide such models (Covelli and Mason 4). When leaders are willing to treat others fairly, chances are high that their workers will be willing to be part of every activity, solve problems, and promote teamwork. The level of opposition to every new change will also decrease significantly. Personally, I have admired or preferred an authentic leadership style since it supports the legitimacy of the supervisor.
However, this position is only realizable if he or she establishes desirable relationships with the targeted followers. The professional will be willing to take the inputs of such worker seriously. This model is also associated with specific characteristics that make it appropriate for different settings and situations. For instance, those who consider this style tend to be self-aware, focus on the targeted long-term outcomes, lead with the highest level of integrity, listen to others attentively, promote transparency, and increase the level of consistency (Maxwell 65). Successful authentic leaders will not apply any form of bias whenever guiding others. They solve challenges and problems that can disorient organizational performance if unaddressed.
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The end result is that a new culture characterized by meaningful values will emerge in the targeted project. Involved individuals will communicate with each other freely, be supportive, and improve the level of trust (Covelli and Mason 7). These aspects explain why this form of leadership style is capable of transforming or improving the goals recorded in different sectors.
The concept of management can be expanded to integrate essential leadership procedures and practices. In the construction industry, there is a need for stakeholders to consider additional strategies that have the potential to support the delivery of projects in a timely manner. Personally, I am considering various ideas and initiatives that can improve my leadership philosophy and make me successful in my future career. With the acquisition of new competencies and skills, I will be able to lead my followers effectively and eventually create a positive culture (Albahali and Omran 69).
These attributes will make it easier for me to get new projects and manage them effectively. As a person in construction management, I believe that the concepts and attributes of authentic leadership have the potential to deliver positive results. This is the reason why I have considered this topic for analysis and discussion. I will also improve my competencies and eventually record desirable outcomes in the construction industry.
According to my current understanding, I believe that authentic leadership is a powerful model that can make a significant difference in the selected sector. This is true since it appears genuine and more humanistic in comparison with the contemporary notions of project management. This theory is essential since it promotes a positive organizational culture associated with desirable values, mutual welfare, common understanding, and shared goals (Covelli and Mason 8).
It is also associated with the concept of sustainability in comparison with the current theories. This is the case since those who embrace it are guided by the notions of self-regulation and self-awareness. This means that that the leaders will focus on the satisfaction, experiences, and outcomes of their respective followers. Within the construction industry, such workers will become more empowered and be ready to deliver positive results. The level of trustworthy will emerge and ensure that all stakeholders speak the same language.
The introduction and adoption of this leadership style in the selected sector is something essential since it will create a new sense of followership. When project managers are not egotistic, chances are high that they will always act as role models and focus on the outlined long-term objectives. They tend to remain committed, create realistic aims, and engage others to ensure that positive results are recorded (Albahali and Omran 71). The emerging culture makes it possible for managers to improve their effectiveness and managerial abilities. The established environment of desirable relationships and communications will eventually make the targeted project successful.
Achieving Better Results
With this personal understanding and knowledge of this topic, it is evident that it can become a powerful model for transforming my activities and operations in the construction industry. This is possible since the theory supports the establishment and promotion of an effective organizational culture. As an authentic project manager, I will become more involved and pursue a horizontal strategy for instruction delivery. This means that I will communicate directly with my followers at the lowest level, liaise with engineers and designers, and offer desirable support systems (Muda et al. 7).
I will go further to promote a new form of communication that is informed by these attributes: togetherness, love, sincerity, and commitment. All employees will be willing support one another, create both personal and short-term goals that resonate with the ones for the entire project, and be willing to offer meaningful ideas. These practices will ensure that the outlined project deliverables are realized within the indicated period, thereby making me successful in my field or career.
Improving Knowledge in the Construction Industry
From the above analysis, it is evident that stakeholders and project managers stand a chance to benefit from these suggestions for the construction industry. This means that the studied topic has increased or expanded the current knowledge in this sector. Those who embrace the power of authentic leadership in their respective projects will, therefore, be able to empower their followers, solve emerging problems, promote the best environment, and eventually achieve their potential (Covelli and Mason 8). Additionally, researchers can complete additional studies in an attempt to present a superior conceptual framework that merges authentic leadership with project management.
The above discussion has presented authentic leadership as a powerful attribute or model for the construction industry. Such a style is capable of transforming the operations of many project managers and making it easier for them to deliver timely results. These suggestions add new knowledge on the subject of leadership and management in the construction industry. Project managers should consider these attributes in order to improve their leadership philosophies and eventually become more successful. Researchers can engage in continuous studies and present additional insights that will transform the nature of project management in the construction industry.
Albahali, Nasser Abdulkarim, and Abdelnaser Omran. “Determining the Relationship between Leadership Practices and Leadership Needs in Saudi Construction Companies.” Journal of Engineering Management and Competitiveness, vol. 7, no. 2, 2017, pp. 67-74.
Covelli, Bonnie J., and Iyana Mason. “Linking Theory to Practice: Authentic Leadership.” Academy of Strategic Management Journal, vol. 16, no. 3, 2017, pp. 1-10.
Maxwell, John C. The 360 Degrees Leader: Developing Your Influence from Anywhere in the Organization. HarperCollins Leadership, 2011.
Muda, W. H. N. Wan, et al. “Exploring Leadership Capability Team Leaders for Construction Industry in Malaysia: Training and Experience.” IOP Conference Series: Materials Science and Engineering, vol. 226, no. 1, 2017, pp. 1-10.