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This research was undertaken to explore: 1) the link between leadership competency at a construction site, project success and profitability; 2) the possibility of identifying a 'great superintendent'. The conclusions of this effort indicate that the quality and level of on-site leadership (as compared to management) is, and will remain, a key element for the success of construction projects. Two separate but complementary tools were developed: a selfevaluating 'field construction superintendent (FCS) questionnaire' and a 'project manager questionnaire' that solicits an independent performance evaluation from the FCS's superior. These tools profile the leadership skills and capabilities of a FCS and induce an awareness of the scope and importance of leadership. The tools can be used to profile the leadership competencies or lack thereof of anyone with construction site responsibilities. The collected data confirms a significant correlation between a FCS's leadership competency and job performance. Not surprisingly, it is the effectiveness of management skills that dominates the job performance. However, it is the degree of applied leadership that distinguishes the great performers (great superintendents) from the unexceptional ones. Interviews conducted with the participants' company executives found a 90% congruency in the study's and the corporate rankings. and management to an engineering organisation of 800 personnel with an area including parts of five states, executed programmes of planning, engineering, construction, and operation of navigation and flood control projects and conducted emergency operations for floods and other natural disasters. Superintendent's leadership: a key factor in project success 415Avi Wiezel is an Associate Professor of Construction at Arizona State University and the Director of Graduate Studies of the Del E. Webb School of construction. Prior to becoming a professor, he held several managerial positions with construction and engineering firms in Europe and the Middle East. His activities resulted in continuous productivity improvements averaging 15% per year for the units in which he was in charge. He taught in four languages on three continents (Asia, Europe, and the USA) to students of all levels, ranging from vocational education to doctoral students.Daniel M. Adams received his MSc from the Del E. Webb School of Construction. His research focused on measuring the effect of leadership behaviour on the productivity of construction operations. He is currently a Consultant in the field of construction.

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