Construction Project Teams and their Development: Case Studies in Sri Lanka

Senaratne, Sepani; Hapuarachchi, Akalanka

doi:10.3763/aedm.2008.0075

Cited by 17 publications

(14 citation statements)

References 13 publications

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“…For example, because the team composition varies in construction, while key participants may grow together to the end of the project, several other members may come and go as the project progresses (Cornick and Mather, 1999). Senaratne and Hapuarachchi (2009) have further proved this, through their case studies of constriction project teams in Sri Lanka. They further depicts that several revisits from previous stage to storming stage could be observed in construction teams, not only when new team members enter into the project but also when major changes occur in the scope of the work.…”

Section: Construction Project Leadershipmentioning

confidence: 95%

“…According to Sheard and Kakabadse (2004), the leadership roles of a leader vary along with stages of the team development process; forming-storming-norming-performing. stages (forming-storming-norming, performing-adjourning) most of the time, despite some specific situations where this sequence could be deviated (Cornick and Mather, 1999;Senaratne and Hapuarachchi, 2009). Senaratne and Hapuarachchi (2009) reveal different behaviours of the construction project team members in each stage of the team development process.…”

Section: Introductionmentioning

confidence: 99%

“…stages (forming-storming-norming, performing-adjourning) most of the time, despite some specific situations where this sequence could be deviated (Cornick and Mather, 1999;Senaratne and Hapuarachchi, 2009). Senaratne and Hapuarachchi (2009) reveal different behaviours of the construction project team members in each stage of the team development process. These call for different leadership roles at each stage for a construction project manager (CPM).…”

Section: Introductionmentioning

confidence: 99%

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Construction project leadership across the team development process

Senaratne

Samaraweera

2015

Built Environment Project and Asset Management

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Purpose – The construction industry mostly adopts teams consisting of a collection of diverse professionals in each of its product delivery projects, where normally the construction project manager (CPM) becomes the leader of such a project team. The purpose of this paper is to identify the leadership roles of the CPM across the team development process. Design/methodology/approach – This was approached through a multiple case study research method carried out using three construction projects in Sri Lanka; two projects on traditional procurement method and another on design and build procurement method. Semi-structured interviews were conducted with the respective project managers and with other three distinct team members of each project. Findings – Based on the findings, leadership roles of the CPM across the team development process were revealed with the situational factors that affect these leadership roles in each stage of the team development process. Originality/value – Even though project leadership is discussed by pervious researchers, concrete evidence has not been provided to show how it should change at different stages of a project. This research addresses this gap and would guide CPMs to change their leadership role appropriately to suit the needs of each team development stage.

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Section: Construction Project Leadershipmentioning

confidence: 95%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Construction project leadership across the team development process

Senaratne

Samaraweera

2015

Built Environment Project and Asset Management

Self Cite

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“…Senaratne and Hapuarachchi (2011) gave a comprehensive definition of teamwork in relation to construction as a collection of two or more people with complementary skills, who come from different disciplines and organizations, to perform a common objective, but with individual objectives and operating from different locations with multiple reporting relationships, whose accountability and leadership are significantly governed by the contractual arrangements. Teamwork is nothing new in various organisations including construction as most of their accomplishment is through the collection of people with common goal to achieve success.…”

Section: Theoretical Background and Literature Reviewmentioning

confidence: 99%

Assessment of performance of teamwork in construction projects delivery in South-Southern Nigeria

Adu

Opawole

2019

JEDT

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Purpose Effort towards improving project performance has necessitated the need for effective teamwork among the stakeholders in the construction industry. The purpose of this paper is to identify the major attributes of effective teamwork and the challenges encountered by the team during construction with a view to improving performance of projects. Design/methodology/approach Data for the study were obtained through 420 structured questionnaires, which were administered to a sample of project participants including clients’, contractors’ and consultants’ organizations’ representatives in South-Southern region of Nigeria. Data collected were analyzed using percentage, mean item score and Kruskal–Wallis rank test. Findings The findings revealed leadership skills, top management support and interpersonal dynamics of the team among the critical attributes for effective teamwork. The prevailing challenges of effective teamwork were identified as essentially; poor leadership, poor rapport among team members and lack of effective communication. Practical implications The study ultimately provides implication for effective team building among clients’, consultants’ and contractors’ organizations towards efficient delivery of construction projects. Moreover, the stakeholders in the industry would find the results of this research useful in managing human and non-human components of construction projects through the understanding of the attributes and challenges of teamwork with ultimate aim of achieving effective project performance. Originality/value The findings reveal that all the key stakeholders’ organizations; clients, consultants and contractors’ organizations exhibit similar perceptions of the attributes and challenges confronting teamwork in construction project delivery. The empirical evidence provided on the attributes and challenges would therefore offer robust information in building effective project team by stakeholders during the planning and implementation stages, which is a right step towards enhancing construction project performance.

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“…The construction project team can operate in different locations with multiple reporting relationships. The accountability of these relationships and leadership are significantly governed by the contractual arrangements [4].…”

Section: Introductionmentioning

confidence: 99%

Industrial Leadership: Leading Within the Field of Construction and Design

Kasapoğlu¹

2017

Contemporary Leadership Challenges

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The structure of the design and construction organizations is different from that of the service or manufacturing industry. Although design and construction organizsations are parts of the construction industry, they are different from each other, also. This chapter is based on the researches investigating the leadership behaviours of construction professionals and consists basically of two main sections. In the first section, the concept of leadership and importance of leadership in design and construction processes will beis discussed. In this first section, firstlyinitially, as the leaders of the design teams, the importance of leadership skills of architects in both architectural design teams and other design teams, and, secondly, the importance of leadership skills of construction professionals will beis evaluated. In the second section, the focus of the study will befocuses on the evaluation of leadership behaviours of construction professionals with a literature review of previous researches. In this second section, initially, the leadership stiles in design teams, and secondly leadership stiles of construction teams will beis evaluated.

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Construction Project Teams and their Development: Case Studies in Sri Lanka

Abstract: S Se ep pa an ni i S Se en na ar ra at tn ne e a an nd d A Ak ka al la an nk ka a H Ha ap pu ua ar ra ac ch hc ch hi i 2 21 15 5 ARCHITECTURAL ENGINEERING AND DESIGN MANAGEMENT ■ 2 20 00 09 9 ■ VOLUME 5 ■ PAGES 215-224 ■

Cited by 17 publications

References 13 publications

Construction project leadership across the team development process

Construction project leadership across the team development process

Assessment of performance of teamwork in construction projects delivery in South-Southern Nigeria

Industrial Leadership: Leading Within the Field of Construction and Design

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