LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Languages: English
Types: Unknown
Subjects: N200, K900
During the last few decades, organizational effectiveness has received a great deal of attention in many industrial sectors. As a result, a variety of models have been formulated which measure organizational performance. In the construction industry, two factors have subsequently captured the imagination and interest of researchers and practitioners alike: the culture of the organization and the leadership style of project managers. This focus places a requirement upon construction organizations to recognize and understand their organizational culture, and equally, to clearly communicate it to their employees as part of their capitalist drive of constantly improving performance, productivity and profit. Traditional ways of conducting construction business require a sound understanding of the technical and managerial demands of executing projects, which in turn, places an increased emphasis upon the management and leadership competencies of individual project managers. The purpose of the research is to explore the relationship between organizational culture, authentic leadership style and effectiveness within the context of a case study investigation centred on Middle Eastern construction clients and their project managers. The outcomes of the investigation, which include the presentation of an explanatory model, indicate that organizational culture is directly and positively related to performance and effectiveness, while project managers' leadership style has an indirect relationship to effectiveness. A strong organizational culture is therefore deemed critical to organizational performance.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Akiner, I and Akiner, M E (2009) Evaluation of Turkish Construction Industry Through the Challenges and Globalisation. “An International Journal”, 1(2), 64-71.
    • Alvesson, M (2013) “Understanding Organizational Culture”. 2ed. London: Sage Publication Ltd.
    • Avolio, B J and Gardner, W L (2005) Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership. “The Leadership Quarterly”, 16(3), 315-38.
    • Bresnen, M J, Bryman, A E, Ford, J R, Beardsworth, A D and Keil, E T (1986) The Leader Orientation of Construction Site Managers. “Journal of Construction Engineering and Management”, 112(3), 370-386.
    • Brown, A D (1998) “Organizational Culture”. Hall: Financial Times Pitman.
    • Bryman, A (1984) Leadership and Corporate Culture: Harmony and Disharmony. “Personnel Review”, 13(2), 19-23.
    • Cameron, K S and Quinn, R E (2006) “Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework”. Revised ed. Reading: Addison-Wesley Publishing Company Inc.
    • Coffey, V (2010) “Understanding Organisational Culture in the Construction Industry”. United States of America: Spon press.
    • Daft, R L (2008) “The Leadership Experience”. 4ed. United State of America: South-Western.
    • Denison Consulting (2007) “The Denison Model”. [online] available from .
    • Farrell, S M (1993) “Organizational Cultures and Values As they Impact on Job Satisfaction and Organizational Commitment”. Unpublished Dissertation, Wright State University.
    • Fergusson, H and Langford, D A (2006) Strategies for Managing Environmental Issues in Construction Organisations. “Engineering, Construction and Architectural Management”, 13(2), 171-185.
    • Gardner, W L, Avolio, B J, Luthans, F, May, D R and Walumbwa, F (2005) Can You See the Real Me? A Self-Based Model of Authentic Leader and Follower Development. “The Leadership Quarterly”, 16(3), 343-372.
    • George, B (2003) “Authentic leadership: Rediscovering the Secrets to Creating Lasting Value”. San Francisco: Jossey-Bass.
    • Giritli, H and Oraz, G T (2003) Leadership Styles: Some Evidence from the Turkish Construction Industry. “Construction Management and Economics”, 22(3), 253-262.
    • Harmann, A (2006) The Role of Organisational Culture in Motivating Innovative Behaviour in Construction Firms. “Construction Innovation: Information, Process, Management”, 6(3), 159-172.
    • Hillebrant, P M (2000) “Economic Theory and the Construction Industry”. 3ed. London: Macmillan.
    • Kefela, G T (2010) Understanding Organisational Culture and Leadership - Enhance Efficiency and Productivity. “PM World Today”, XII(I), 1-14.
    • Kotter, J and Heskett, J L (1992) “Corporate Culture and Performance”. New York: Free Press.
    • Lewin, A Y and Minton, J W (1986) Determining Organizational Effectiveness: Another Look, and An Agenda for Research. “Management Science”, 32(5), 514-538.
    • Limsila, K and Ogunlana, S O (2008) Performance and Leadership Outcome Correlates of Leadership Styles and Subordinate Commitment. “Engineering, Construction and Architectural Management”, 15(2), 164-184.
    • Low, S P and Shi, Y (2001) Cultural Influences on organizational Processes in International Projects: Two Case Studies. “International Journal of Productivity and Performance Management”, 50(6), 267-85.
    • Maloney, W F and Federle, M O (1993) Practical Models for Organizational Assessment. “Journal of Management in Engineering”, 9(1), 64-81.
    • Newstrom, J W and Davis, K (1993) “Organizational Behavior: Human Behavior at Work”. 9ed. New York: McGraw-Hill Inc.
    • Northouse, P G (2010) “Leadership Theory and Practice”. 5ed. California: SAGE Publication Inc.
    • Ogbonna, E and Harris, L C (2000) Leadership Style, Organisational Culture and Performance: Empirical Evidence from UK Companies. “The International Journal of Human Resource Management”, 11(4), 766-788.
    • Ofori, G (1990) “The Construction Industry: Aspects of Its Economics and Management”. NUS Press, Singapore.
    • Rowlinson, S, Ho, T K K and Po-Hung, Y (1993) Leadership Style of Construction Managers in Hong Kong. “Construction Management and Economics”, 11(6), 455-465.
    • Schein, E H (1992) “Organisational Culture and Leadership”. 2ed. San Francisco: Jossey-Bass Inc.
    • Smart, J C and John, E P S (1996) Organizational Culture and Effectiveness in Higher Education: A Test of the Culture Type and Strong Culture Hypotheses. “Educational Evaluation and Policy Analysis”, 18(3), 219-241.
    • Steers, R, Porter, L and Bigley, G (1996) “Motivation and Leadership At Work”. 6ed. United States of America: McGraw-Hill.
    • The Chartered Institute of Building (2010) “A Report on the Leadership in the Construction Industry”. United Kingdom: CIOB. [online] available from .
    • Toor, S R and Ofori, G (2008) Leadership for Future Construction Industry: Agenda for Authentic Leadership. “International Journal of Project Management”, 26(6), 620-630.
    • Toor, S R and Ofori, G (2007) Ethics and Authenticity of Leadership in the Construction Industry. “Proceeding of the 17th CIB World Building Congress: Construction for Development”. 4-17 May 2007, Cape Town. In-house Publisher, 322-334.
    • Weese, W J (1996) Do Leadership and Organisational Culture Really Matter?. “Journal of Sport Management”, 10(2), 197-206.
    • Yukl, G (2010) “Leadership in Organizations”. 7ed. Upper Saddle River, New Jersey: Pearson Prentice Hall.
    • Zehir, C, Ertosun, O G, Zehir, S and Muceldili, B (2011) The Effect of Leadership Style and Organizational Culture over Firm Performance: Multi-National Companies in Istanbul. “Procedia Social and Behavioral Sciences”, 24, 1460-1474.
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article