دانلود رایگان ترجمه مقاله شایستگی رهبری مدیران پروژه های ساخت و ساز پایدار – الزویر 2016

قابلیت های رهبری مدیران پروژه های ساختمانی پایدار

Leadership competences of sustainable construction project managers

چکیده
مقدمه
ساخت و ساز پایدار
معیار های موفقیت برای پروژه های ساختمانی پایدار
رهبری
توسعه پایدار و رهبری
روش تحقیق
نمونه گیری
تحلیل داده ها
ارزیابی مهارت مدیریتی
ارزیابی قابلیت فکری
ویژگی های رهبری تحول گرا
ارزیابی و توسعه مدل
ارزیابی مدل ساختاری
تحلیل خوبی برازش
بحث و نتیجه گیری
محدودیت هاو مطالعات آینده

1. Introduction

Over the past decades local and international communities have recognized the construction industry, and particularly the building sector, as vital in encouraging societal change toward sustainable development in a global context (Maliene and Malys, 2009; Ofori, 2008; Tsai and Chang, 2012). Chapter 7 of the United Nations Earth Summit Agenda 21 (2009), the action blueprint for “promoting sustainable human settlement development” advocates the promotion of sustainable construction industry activities and working together to take action towards achieving sustainable human resource development and capacity-building for human settlement development. In this regard, construction leaders and/ or project managers of sustainable projects by transforming subordinates as well as influencing them (Tabassi et al., 2012; Northouse, 2007; Purvanova and Bono, 2009), may achieve better sustainable performance. In sustainable construction development, a leader by his/her leadership style and the way of managing the project, as well as the subordinates can also transform the project toward sustainability and achieve better productivity. From another viewpoint, the critical role of project manager in sustainable development inspired the Leadership in Energy & Environmental Design (LEED) Rating System to incorporate some of the project management improvement tools into the latest overhauling of the Rating System LEED v3. Following that, 50 points (5% of the total marks assigned to seven different assessment categories of Green Globes) allocate to project management and especially to those related with increasing functionality and flexibility of the construction teams (Kubba, 2010), which is mainly relevant to the leadership style of the leader. On the other hand, leadership discipline shows emerging trends; the expectation is that the concept of leadership will evolve (Daft and Pirola-Merlo, 2009) with performance improvements for organizations. But there is a lack of enough research on leadership in sustainable development, particularly in the construction industry. As a result, the current study aims to contribute to the existing literature on evolution of the leadership theories such as those presented by Bass (1985), Bass and Avolio (1997) and Daft and Pirola-Merlo (2009), but by focussing on the role of leaders and their leadership style towards sustainable development. Although there are many definitions and explanations for leadership, it “is one of the most observed and least understood phenomena on earth” (Burns, 1978). Accordingly, clarifying leadership is difficult largely because the nature of leadership itself is complicated (Tabassi and Bakar, 2010). Despite the multitudes of ways that leadership has been conceptualized, Tabassi and Bakar identified the key components associated with the leadership phenomena and defined it as a process whereby a leader with his intelligence and willpower has a bearing on a group of subordinates to be able them to develop their potentials so as to attain the organizational objectives within granted time, funding, and quality. In addition, managers are able to perform better if their management competence and personal characteristics fulfil the demands of the job position (Mumford et al., 2000; Müller and Turner, 2010; Avolio et al., 1999). However, there are accepted approaches to determine the characteristics and competence of leaders in different industries. For instance, the Leadership Development Questionnaire (LDQ) technique has been used by different researchers indifferent industries such as the British police (Hawkins and Dulewicz, 2007), the Royal Air force (Wren and Dulewicz, 2005), and in the engineering and construction industries, as well as the information and telecommunication industries by Müller and Turner (2010). Aside from LDQ, there are other theories to evaluate the leadership qualities of managers such as those presented by Bass (1985), Avolio et al. (1999), Daft and Pirola-Merlo (2009), etc. During almost all these studies a wide range of measurements were applied with regard to weighing and evaluating the correlations of leadership styles with performance indicators. However, there is still a lack of sufficient evidence in the leadership competence of project managers and success criteria in sustainable construction projects. Nevertheless, strength in terms of sustainability, particularly in the construction industry of developing countries, is undoubtedly still not at an adequate level; and developing countries like Malaysia have only just commenced to deal with the challenges of sustainable development in the building industry. Accordingly, research on building sustainable development and leadership phenomena in the industry can have a constructive influence on sustainable project development and drive forward a future plan for effective performance in the construction sectors, especially in Malaysia. On the flip side, the majority of research in sustainable development in the industry accentuated on design concepts for sustainability (e.g. Tsai and Chang, 2012; Sieffert et al., 2014) and, therefore, not enough research has been performed on leadership competencies and quality practices of the leaders in sustainable development of building projects. As a result, a key significance contribution of the study that also distinguishes it from other publications in sustainable building construction is it centreing on leadership competences of those project managers engaged with green building projects. Accordingly, the research has been designed to build a model to study the most effective leadership competence in sustainable building construction in order to answer the following question: Does the leadership style of the leaders affect the achievement in success criteria of the green building projects?

1.1. Sustainable building construction

Raised consciousness of the demand for sustainable development was mentioned in both national and global debates from the early 1970s (Passmore, 1974). After that, the promotion of sustainable development approaches has framed the vision and mission of almost all industries including the construction industry in terms of sustainable performance, which works for equilibrium among economic, social and environmental operations. With the Brundtland Commission report published in 1987 (Brundtland, 1987), frameworks for sustainable development have emerged globally, nationally and locally by organizations in every area in which human beings affect the environment (Roufechaei et al., 2014). Accordingly, sustainable building construction plays a major role in terms of the human impact on the natural environment and on the quality of life (Anink et al., 1996; Lu and Zhang, 2016). Several researchers have considered the building industry as a sector with an ability to satisfy high levels of human needs as well as sustainable development requirements (Anink et al., 1996; Maliene and Malys, 2009; Lu and Zhang, 2016). For instance, Anink et al. (1996) acknowledged that the building industry accounts for a considerable portion of the world’s environmental wreckage, as buildings account for 17% of the world’s fresh water withdrawals, 25% of the world’s wood harvest, 40% of the world’s materials and energy flows (World Energy Outlook, 2011), and approaching major path of employment and land usage. In connection to above, Lu and Zhang (2016) emphasised that ignorance of environment friendly construction works could result in significant issues to the nations. However, sustainable building as a holistic policy proactively considers the broader issue of the global environment together with local traditions. With the intention of dealing with the required services of buildings, such as heating and cooling, illumination, water and power controls, buildings crank out substantial amounts of Green House Gas (GHG) emissions, up to 30% of total GHG emissions annually (Chou and Yeh, 2015), and ozone-depleting gases during their life cycles, which has a tremendous effect on the environment (Melchert, 2007; World Energy Outlook, 2011). Furthermore, during the construction, operation and maintenance and end of life of construction projects, there are many types of pollution and undesirable effects on the environment. In particular, the industry drains more than 50% of extracted materials, generates 180 million tons of waste every year, and causes site related nuisances such as traffic, noise, etc. (World Energy Outlook, 2011). The U.S. Department of Energy (USDOE) appraises that buildings are the reason for 73.6% of total electricity costs and 40% of overall carbon emissions (USDOE, 2012 cited in Zhang et al., 2015b). Therefore, the management in this industry needs to take account of all conditions and sustainability attitudes within project design, construction, and maintenance. Accordingly, the building industry as a feature of sustainable development has composed its own “social”, economic, and “spatial” environment, in which a wide range of building forms can be found with different architectural and engineering shape and design. Nevertheless, one of the innovative goals today is to investigate sustainable alternatives for buildings from an economic, social-psychological and ecological point of view and to increase global experience and apply it in a creative manner so as to reach higher standards of economic and social welfare (Roufechaei et al., 2014). On top of that, building premises ought to be designed based on the conditions of that locality and meet with the established technical and hygiene requirements (Maliene and Malys, 2009). To achieve sustainable building construction, Nelms et al. (2005) concluded that the replacement of conventional construction methods and technologies with those that reduce the ecological, health, and environmental life cycle impact are also necessary to trigger the application of sustainable development concepts in the design, construction, and operation and maintenance of buildings. In addition, Lu and Zhang (2016) proposed that the construction industry should relocate from serving only green projects to “green/ sustainable” organizations that straighten up with business sustainability that is going to interact with different stakeholders, corporate decision makers, project managers and alike. The promotion of sustainable practice in building development has led in the advancement of numerous green strategies mainly with regard to enhancing environmental performance in the process of building construction (Zhang et al., 2011). The promotion of green strategies in housing development, for instance, has made a significant contribution to the implementation of sustainable development principles. Deb et al. (2000) proposed that “investing in green housing can achieve not only high standards of environmental performance but also social performance, which can help build advantage to attract customers”. Hence, sustainability in the context of building development is a complex, controversial, and challenging phenomena (Pakir et al., 2012). Definitions assigned to the sustainable building construction approach have gone through several interpretations with different practitioners (Maliene and Malys, 2009; Melchert, 2007; Zhang et al., 2011); however, ongoing interpretations stress that sustainable building construction should be cost-efficient throughout its life cycle, cosy, affordable to maintain and conform to the physical and bio-cultural aspects of the environment. In line with this, the new version of LEED set the following criteria as rating system for sustainable building measurement (Kubba, 2010): Sustainable sites (26 pts) Water efficiency (10 pts) Energy and atmosphere (35 pts) Materials and resources (14 pts) Indoor environmental quality (15 pts) Innovations in design (6 pts) Regional priority (4 pts)