Developing Leadership Skills For Construction Managers

Importance of Communication and Leadership

Based on the ‘Living CV’ section in the previous assignment, I have come to understand that my personal skills are relied on as per the required skills for the designation of Construction Manager. Herein, I have always focused on the required skills rather than my personal emotions. I feel that by adopting the required skills, I can be a good manager in the near future. The section, however, I feel that can be improved by focusing on the responsibility of the leaders. As such, I need to possess the skills to make good communication with the subordinates as well as apply for leadership positions. From my personal standpoint, I hereby would like to mention that as a leader, I will not only be responsible for personal growth, indeed I will be responsible for organisational development as well (Ciulla 2020). However, the section needs to strengthen some vigorous discussion regarding this. I feel that the section has missed out on the discussion regarding the responsibility of a leader. Therefore, I would like to mention that the main responsibilities of the leaders need to include supervising the daily activities. Also, by encouraging the subordinates, conflict management and making them disciplined is the anther parts of the responsibilities (Connolly, James and Fertig 2019). In my personal viewpoint, I would like to mention here that clear communication is required in this regard in order to mentor the subordinates as well as understand their issue.

On the other hand, I have come to understand that the way to contribute towards a better workforce is required to be discussed in a depth manner. Here, I feel that I need to make good communication with both senior and low staff. For example, I need to introduce myself at their convenience. Apart from that, I need to express my appreciation for their work at the organisation. I feel that it would be better if I share regarding my good area of doing the job. I will always tend to meet them in order to learn new things from them. Also, the prospects of the construction manager also require to incorporate here to strengthen the discussion. I feel that as a leader, I need to consider the issues faced by my team members in order to get connected with the workforce in a broad manner (Söderhjelm et al. 2017). However, I also feel that as a leader, I should be aligning the company goals with the performance of the employees. Also, I have understood that as a leader should motivate the employees to produce quality works. Here, I feel it worth mentioning that as a construction manager, the employees need to produce quality works by aligning with their own skills (Bake 2019). The concerned section, however, needs to discuss more regarding the strong decision-making process for implementing the working perfection through which I can influence others to deliver quality works.

In addition to offsets, I would like to conclude that the section needs to discuss the key skills of the construction manager as well as the way these can help to achieve the company goals. As a leader, I feel that I need to develop some of my skills that are practising discipline throughout my job. Also, I feel that if I should be willing to take more projects, this will be a better way for developing my current leadership skills along with a strong room to take more responsibilities. One vital thing I feel worth mention that I should develop my skills related to situational awareness, inspiring others, conflict resolve and being a discerning listener at the same time (Bozyi?it 2019). As the success of the organisation relies on the overall performance of the workforce, therefore I feel that as a leader, I need to be more approachable by getting connected with the workforces along with enhancing the approach of employee empowerment.

Responsibilities of a Leader in Construction Management

Apart from producing quality works, I need to be more eligible for the said designation (Hartmann, Stephens and Jahren 2017). Throughout the discussion, it is evident that it discussed not only developing personal growth, also improving the performance of the employee for achieving the goals of the company. It has made the discussion strong. I also feel that the discussion needs to emphasise the way to enrich the emotions of the employees in the construction sector. However, the discussion has mentioned that the glimpse can be experienced through implementing the perfection in the works as well as the appropriate utilisation of the skills that can be fitted with the role of a construction manager.

In this section, I will be mentioning my personal experience that is my responsibility was to work in the construction sectors across the Asian Country named Kazakhstan. However, I observed that the health and safety guidelines were not followed by this particular employer. However, I remained scared for this fact I was appointed as the main contractor, and this situation made me anxious, for which I felt it mandatory to tell this fact to my subcontractors to follow the EU safety standards. On that note, I decided to follow the approach of  ‘Adaptive Leadership’ based on which I designed the initiatives for addressing complex situations. I felt that for solving the long-termed challenges, the approach of the said theory would recur barriers associated with following the health and safety guidelines (Gritzo, Fusfeld and Carpenter 2017). Herein I felt that I needed to resolve the issues following a systematic change. In the end, I decided that I should follow the appropriate principles (development of mutual trust) related to adaptive leadership, following which I can be focused on the transition of the employer’s difficulty to such unforeseen situations.

Another example that I would like to draw in this regard is that during my employment in Germany, I experienced delayed in work and got penalised in an unfair way. However, the reason was that the incomplete completion of the task within the time led to the penalising in the compensation. Here I would like to mention that the ethics of leadership required to be more prominent in the area of employee motivation as well as time management skills. I personally feel that by fulfilling the motivational factors for the employees, the task needs to be completed within the allocated time (Carter et al. 2016). The democratic leadership approach could be applied in this regard as I feel that I can work effectively along with making the employees feel value and ownership. As a result, high motivation is expected to create in this regard that I feel will be appeared as a highly motivating factor as per the principles of the democratic leadership style.

Chosen element: Collaboration

From a personal standpoint, I would like to focus on the ‘Collaboration’ for actualising it through my leadership skills. From my previous experience, I have come to understand that my leadership skills focus on the practice of management through which I can enhance the collaboration among the subordinates. Here, I feel that I need to show the concept of ‘Empathy’ among the employees in order to foster ‘Collaboration’ (Forester and McKibbon 2020). Also, I feel that the approach of ‘Transformational Leadership Style’ can be fruitful in this regard as it fosters the area of active listening, adaptibility, accountability, inspiring others and integrity. As a result, I feel that in the end, I could take responsibility as a whole (Anderson 2017). In contrast to the traditional leaders, I feel that being a collaborative leader, I will be able to seek diverse opinions as well as ideas among my team members to make them more trusted, engaged and focus on problem-solving. Herein, apart from making progress to my personal development, I will be able to make the employees feel more trusted in order to take ownership of their world. Through collaboration, I feel that I can create an inclusive environment for cultivating a positive work culture, making the team energised, and realising the creativity for having a good amount of productivity (Budur 2020).

Collaboration as a Key Element in Leadership

From the module, I have understood that the approach of Vertical Dyad Linkage Theory could be appropriate in this regard as it is able to deal with the duadlic relationship among the individuals to form a positive collaboration between the subordinates and the leaders (Soesanto 2019). In terms of my own leadership skills, I would like to state that I need to utilise the area of respect based relationships, empathy, trust-building among the team members so that they can opt for high responsibility as well as high access to their resources.

Culture of Sustainable Leadership:

In my organisation, I have experienced progress throughout the culture of sustainable leadership. As such, as a leader, I have always opted for incorporating the Cambridge impact leadership model, following which I have focused on the required transformations of a particular situation. I feel it worth to mention that in my organisation, I have observed that the hierarchical department follows this model with which the senior leaders are equipped for tackling the global issue adversely impact the work (Yount et al. 2018). Based on this fact, I would like to align this fact with the approach of Adaptive Leadership Theory that is designed for addressing the severe challenges of the organisation. I have understood that in terms of sustainable leadership, the individuals are always required to develop mutual trust; therefore, focusing on the attention of the team, the leader can transition in that direction in a great manner (Javed et al. 2018). As my organisation and the senior management has always tried to remain transparent as it has been considered as a very practical and focused approach to focusing and identifying the significant aspect of the employees in a depth way.

References

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Bake, M., 2019. The importance of leadership and employee retention. Radiologic Technology, 90(3), pp.279-281.

Bozyi?it, E., 2019. The importance of leadership education in university: Self-leadership example.

Budur, T., 2020. Effectiveness of transformational leadership among different cultures. International Journal of Social Sciences & Educational Studies, 7(3), pp.119-129.

Carter, D.F., Ro, H.K., Alcott, B. and Lattuca, L.R., 2016. Co-curricular connections: The role of undergraduate research experiences in promoting engineering students’ communication, teamwork, and leadership skills. Research in Higher Education, 57(3), pp.363-393.

Ciulla, J.B., 2020. The importance of leadership in shaping business values. In The search for ethics in leadership, business, and beyond (pp. 153-163). Springer, Cham.

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Gritzo, L., Fusfeld, A. and Carpenter, D., 2017. Success Factors in R&D Leadership: Leadership Skills and Attributes for R&D Managers Analysis of data from a large-scale survey reveal the behaviours, skills, and attributes that distinguish successful R&D leaders. Research-Technology Management, 60(4), pp.43-52.

Hartmann, B.L., Stephens, C.M. and Jahren, C.T., 2017. Validating the importance of leadership themes for entry-level engineering positions. Journal of Professional Issues in Engineering Education and Practice, 143(1), p.04016016.

Javed, B., Raw was, M.Y., Khandai, S., Shahid, K. and Tayyeb, H.H., 2018. Ethical leadership, trust in leader and creativity: The mediated mechanism and an interacting effect. Journal of Management & Organization, 24(3), pp.388-405.

Sadikovna, M.A., Razzokovna, O.G., Ilhamovna, I.S. and Muzaffarovna, A.N., 2021. THE PLACE OF ART IN PERSONAL DEVELOPMENT. European science, (2 (58)), pp.98-100.

Söderhjelm, T.M., Larsson, G., Sandahl, C., Björklund, C. and Palm, K., 2017. The importance of confidence in a leadership role: A qualitative study of the process following two Swedish leadership programmes. Leadership & Organization Development Journal.

Soesanto, D., 2019. Improving the Performance of Primary Healthcare Centers in Surabaya: a Comparison of Leadership Style and Vertical Dyad Linkage. Jurnal Administrasi Kesehatan Indonesia, 7(1), pp.40-49.

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Yount, K.M., Miedema, S., Krause, K.H., Clark, C.J., Chen, J.S. and Del Rio, C., 2018. GROW is a model for mentorship to advance women’s leadership in global health. Global health, epidemiology and genomics, 3.

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