Posted at 02.10.2018
Current leadership practised today moves further than getting visitors to do just what a leader wants them to do. Leadership today can be involved with bringing out the best quality of ability people have to provide and helping to focus an individual's energy and zeal along a united forward to accomplish common goals. Outstanding leaders examine their own skills to lead. Today's market leaders build clubs and oversee the essential elements of teamwork-communication, co-operation, and cooperation. Effective market leaders promote shared beliefs among employees, such as open communication, honesty, quality, respect, and shared support. A clearer knowledge of what leadership and authority development means is essential in other to understand the issues encircling obstacles to effective authority and development the structure industry.
Leadership as a term has different interpretation to different individuals and organisations. "Prof. Kenneth Clark identified leadership as a task or set of activities, observable to others that occur in a group, organisation or organization or institution regarding a head and followers who willingly sign up to common purposes and work together to attain them". (Philip 2003). "Harry Truman also defined it as the capability to get men to do what they don't really wish to accomplish and enjoy it" (Philip 2003).
On the other side, Leadership development identifies any activity that increases the quality of leadership in a company. These activities could range between lessons offered in schools to training seminars and retreats focused on developing the leadership skills and behaviour of people.
In the planet today, the engineering industry plays a significant role in the national economy of countries both developed and producing due to the popular for industrialisation and urbanisation. For this reason truth, essential and effective authority skills such as good communication skills, Strategic perspective and an understanding of the industry will be the most essential characteristics required. The proper management in the engineering industry brings about self-managed teams and shared leadership among associates. Command development will be required for the improvement, growth, and continuing existence of development businesses in the next millennium. Regrettably, from the research survey carried out by the chartered institute of building (CIOB) in 2008, the building industry all together was lacking in leadership & most companies in the industry were lacking in developing authority potentials of employees scheduled to a lot of barriers. This essay is focused on figuring out these barriers and critically speaking about issues encircling them.
Looking at the development industry in general, regardless of country, it was learned that the a lot of obstacles hampered the development of management and leadership development, based on a research survey carried out by the chartered institute of creating (CIOB) in 2008, where questionnaires were administered to members of the institute and participants of other organisations in the structure industry. Results obtained exhibited that the major obstacles to leadership development and leaders attaining their maximum probable were too little opportunity and organisational culture. Other barriers determined were poor communication skills, lack of skills and training, insufficient standard management skills in work force, lack of incentives, political environment, society/national culture, self confidence, and autocratic management. Further obstacles to leadership development where, lack of authority development programs and individual/personal obstacles.
However, a whole lot of issues are what gives climb to these barriers rendering it impossible for proper management development in the construction industry. These issues in one way or another are inter related to all the obstacles obstructing command.
Many of the problems arising in an organisation are because of this of people failing woefully to connect properly which degenerates to confusions and contributes to failure in project plan. Communication basically referred to as the exchange of information and ideas from one person to some other.
A lot of issues happen which make it impossible for leaders to converse effectively with other customers of the organisation in the development industry. Among this is problem of understanding, which adversely affects how exactly we interpret a note gotten from another based mostly how we perceive the individual and sometimes the incorrect message is supplied and ultimately has an adverse effect on a project. Second, is the issues of culture, history and bias, making people to be prejudiced at times ultimately affecting the way a note is received and interpreted thus interfering with the communication process. Finally, is the personal attitude of an individual, such as concentrating on one's do it yourself and feeling more advanced than others or protective towards them and sometimes just plain ego hinders effective communication which results in conflicts and misunderstandings arising. Other issues which also hinders effective communication could also be credited to stress, as individuals have a tendency to react diversely when under stress and so affects just how a message is received and comprehended for the proper instructions to be completed.
Organisational framework is another key hurdle to authority development in the structure industry. The organisational culture is simply referred to as the something of shared ideals, attitudes, values, and experiences of your organisation which has being acquired more than a time frame which differentiate one organisation from another and influences how people of the company respond to the opportunities and risks affecting the organisation.
Sometimes, this culture comes with an adverse influence on an company and functions as a hurdle to improve and diversity whereby, the culture is so ingrained that they are ok with the working dynamics and won't respond to change from a new leader trying to effect a result of change or adding leadership development programme which will enhance the organisation but prefer the position quo. Employees are thus, obligated to comply with existing culture and potential management qualities in employees are subdued and never achieved which influences authority development in the organisation.
A clear exemplory case of this, is seen in the UK structure industry which sometimes appears as a predominantly male (that is young white man) dominated, in conjunction with tough working conditions which includes been translated into a culture embodying turmoil, issue, masculinity and embracing a everyday method of working norms of determination. This has being summed up appropriately by Harvey and Ashworth (1993)"as building having a graphic of being a hard, requiring and unbecoming occupation with an adversarial culture". Gale (1992) also witnessed that, ". . . . it appears that it is in the interest of these who have chosen to work on the market to maintain the maleness of the culture, thus keeping turmoil and crises as preferred aspects of each day working life". This culture of the industry helps it be difficult for feminine, other cultural minorities and better educated folks from considering engineering as an advisable career option that will bring about a change on the market as a whole lot of this person may have potential leadership characteristics which can make the industry to be better organised and developed.
This organisational culture has managed to get a particularly unattractive career for potential those who might consider going into the job as it is alleged to have a casual, fragmented and hierarchical aspect which makes it incapable of performing in a harmonized, homogenous way when working with issues associated with development, training, education etc. This simple fact has being recognised by professionals and clients in the industry and operates as a significant barrier for potential change to occur in the company as members are strongly against change occurring in the industry.
The contemporary society/national culture also serves as a hurdle to most management development and the prospect of management to be developed in organisations. A typical example of this sometimes appears the Nigerian context where the ethnical characteristic of authority in Nigerian contemporary society is mostly patrimonial-based on hereditary within members of a family group. The management mantle is masculine which is mainly passed down to the first male child and where this is unattainable, other family members play a significant role in selecting predecessors to head the organisation. Family members also have strong influences on the decisions taken by these market leaders who may or might not have acquired the correct training qualification or skills that's needed is from a innovator. A notable case of patrimonial determined leadership can be seen in DANTATA & SAWOE which is arguably the most prominent indigenous engineering company in Nigeria. Like most indigenous companies, it is had by a family with about fifty many years of existence and its own leadership has gone through the generations of the kin of the founder and continues to be expected to go down the lineage. With this form of leadership style, there is the tendency for specific leaders to try to separate themselves and carve out a distinct segment for himself. This may lead either to the leader given diminutive chances for various individuals under him to participate and air their views in such organizations. Second, because the leadership consist of a group that stocks similar values and values, the company portray weakness in its ethnical diversity and place more emphasis on their own culture.
Further barriers to command and command development are too little opportunity and lack of skills and trained in the industry. An over-all insufficient opportunities exist in the industry for employees and people to improve their leadership skills and capability because so many organisations under-invest in control development programs and employees have no access to new experiences in conjunction with the fact that organisations failed to meet their workers expectation and needs all become a hurdle to improving leadership skills.
From the study completed by the CIOB, it demonstrated that 25% believed that a insufficient opportunity was the best hurdle to potential leaders becoming leaders which about 45% of companies in the industry didn't have a formal succession plan or authority strategy. Too little leadership development program in most organisation is an integral issue as most organisations do not invest in training their employees or enhancing their skills by organising workshops or mailing them on lessons which in the long run benefits the company or company by enabling the company to be better organised and co-ordinated. In a few other situations, where training is made available from the company, the management development strategy is often wrong as employees get this training without development as sometimes what is learnt is not relevant to the industry directly or completely different.
Moreover, a lack of skills on the market also functions as a barrier to control development this is as a result of the poor image projected by the industry, low earnings and too little academic/vocational lessons and apprenticeship where all contributing factors to a general lack of skill in the structure industry in UK.
Also, too little general management skills in employees serves as a barrier to control development as poor management often cause market leaders not delegating work properly and results assigning the incorrect people for the incorrect job with the wrong time, this is consequently of being disorganised and not being able to organise schedules. This barrier could arise therefore of failing to have the proper management skills such as, possessing a good attitude to work which affects employees to own such frame of mind and work is done and finished on time. By not be trusted and genuine also affects management skills. By not been arrogant or imposing but have the ability to listen to other views of people and reach a bargain. A typical example of poor management skill is seen in autocratic management where only the market leaders views are considered as utmost and final giving no opportunity for subordinates to take initiatives but the leader prefers to hand down instructions which sums to bad mentoring. This practice is quite typical with most building companies in Nigeria specifically with the organisation CTA & Companions LTD where the company's head felt other participants of personnel where not capable enough to do particular work and refused to allow staffs use their initiative which often led to projects not being completed on time and obtained more cost for the client and all involved in the project.
However, when proper management skills are implemented in an organisation, it can lead to an efficient, effective team of happy staff whereas if not it can lead to a general feeling of resentment, bad atmosphere, loss of productivity and lack of team morale.
Further obstacles also is actually a lack of bonuses on the market such as not recognising and satisfying team members or employees who have made valuable contribution to the industry. As if this is performed it motivates and inspires employees to defend myself against more challenges to reach the organisations goal.
In addition to all or any the barriers mentioned above is personal/specific barrier enforced by employees on themselves. Issues adjoining this barrier are numerous like the unwillingness to developed or coached and employees believe that they know all whereas they lack in a lot of leadership capabilities and skills. Another clear circumstance is the inability or unwillingness to try something new rather than being open to innovation but like to transport on with just how things are run in the industry. Closely accompanied by this negative reaction to feedbacks or change and won't change to help make the company function better. Next is the issue to be threatened by others (especially those beneath in get ranking or subordinates) this triggers envy to happen and victimisation through creating obstructions that could make it impossible because of their potential management skills to express. Other issues are sometimes our dependence on power and popularity coupled with greed helps it be impossible for command skills to be developed properly.
In realization, having discovered the barriers and issues adjoining leadership and management development, in other to resolve these issues, it is essential for leadership programs to add education and training specifically in communication skills and standard management training so that folks can funnel their management skills.
A conclusion come to from the study survey was that acknowledgement of effective and successful leaders within the industry would help promote command and inspire others and these market leaders could provide as mentors to the younger generation.
Also, the recognized organisational culture of industry has to change so barriers which prevent opportunities for individuals to show control potential are removed and the industry is better organised and co-ordinated improving the working culture of the industry. Approaches for identifying potential market leaders should also be in cooperated into organisations if the industry is to develop leaders. Another critical issue is dealing with the lack of skills in the industry; this is remedied by causing sure the industry strives to keep its skilled labor force, using graduates and offering the correct professional development to accomplish their potential for leadership management careers in building and continuous training to ensure employees are skilled enough to get the job done.
All these factors if attended to will provide an even ground for control potential to be developed in the development industry
Gale, A. W (1992), "The construction industry's male culture must feminize if issue is usually to be reduced: the role of education as a gatekeeper to male structure industry", in Fenn, P. , Gameson, R. (Eds), Engineering Turmoil Management and Quality, E. & F. N. Spon, London.
Harvey, R. C, Ashworth, A (1993), The Construction Industry of Great Britain, Butterworth-Heinemann, Oxford.
Philip, S. , (2003). Command (2nd Edition), Kogan Webpage Limited, London.