DEVELOPMENT OF MODEL FOR LEADERSHIP STYLE ANALYSIS OF CONSTRUCTION PROJECT MANAGER IN CONSTRUCTION PROJECTS IN INDONESIA

• Main Author: MARETHA SUJANA (NIM: 35011303), CAROLINE
• Format: Dissertations
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/26205
• Institution: Institut Teknologi Bandung

Project Manager (PM) leadership is one of the factors influencing the success of a construction project. Leadership weakness in contractor’s PM in construction project in Indonesia and lack of team work in the project are some of the factors hindering project success in Indonesia. Thus, PM’s leadership become one of the most important factor to be developed. To develop contractor’s PM leadership, initially we need to ascertain leadership style currently widely utilized by PM and what kind of leadership style which should be implemented. This research is conducted to identify combination of PM’s leadership style in several construction projects in Indonesia and to determine the proper leadership style combination which should be implemented to achieve optimum project climate and also project success according to the type of projects led by the PM. <br /> <br /> This research is conducted quantitatively by survey method utilizing questionnaire distributed using random sampling method in several construction projects around major cities in Indonesia. Questionnaire regarding leadership and project climate was distributed to project team to assess subordinate perception with regard to their project manager as leader and also assessing work environment felt in the project (project climate). Project success questionnaire was distributed to project owner or representative of project owner. The data collected are then processed utilizing (1) descriptive statistics to identify the most utilized PM’s leadership style, utilizing (2) Structural Equation Modelling (SEM) to identify combination of leadership style directly contributing to project climate and success, and utilizing (3) Spearman correlation in order to identify correlation between leadership style factors with project climate components in order to be implemented to increase construction project climate in Indonesia. <br /> <br /> In all projects, identification results shows the most widely utilized leadership style is a combination of transformational style (most utilized) followed by authentic and transactional. Identification done on different projects group shows that combination of PM’s leadership style commonly utilized on multi-year privately owned high-rise building projects and single-year and multi-year privately owned low-rise building projects are the same, namely authentic leadership, followed by transformational and transactional. In government-owned infrastructure projects, commonly utilized PM’s leadership style for multi-year projects are transformational, followed by transactional and authentic, whereas for single-year projects are transformational, followed by authentic and transactional. Both groups shared a similarity namely how common the PM to apply transformational leadership style on infrastructure projects. <br /> <br /> SEM analysis results clearly show that PM leadership style will give positive contribution upon the creation of project climate and project climate will eventually contribute upon project success. Furthermore, existence of Construction Management (CM / owner’s representative) will strengthen PM leadership style to create positive project climate. Impact of project climate on project success will be influenced by the character of project owner. Project owners who possess awareness of project management, shall give desain and financing certainty which shall increase the probabilities of project success. <br /> <br /> Leadership style recommended to be implemented in construction project as a whole is a combination of leadership style dominated by transformational followed by authentic and transactional. In projects with higher complexity (e.g multi-years privately owned high-rise building project, privately-owned low-rise building project, and government-owned multi-years infrastructure project) leadership style combination required are dominated by transformational style. In projects with low complexity, the leadership style combination shall be dominated by transactional style. <br /> <br /> In detail, observation from leadership style factor shows that PM in Indonesia are mainly charismatic and highly moral, however they tends to be hands-off in the project if the project encountered no problem (management by exception). Currently, PM leadership has managed to create a good construction project climate in Indonesia, seen from conlict management and respects factors. However they are still lacking in relationship and relational activities. This will eventually have an impact upon projects falling behind schedule. In order to increase project success and also climate, PM need to increase their individual consideration, contingent reward, relational transparency, and also reducing management by exception and also balance processing.