Analysis of a Project Leader for ADCO Constructions- myassignmenthelp

Question: Discuss about theAnalysis of a Project Leader for ADCO Constructions. Answer: Biography of the chosen person: For meeting the purpose of this report, Daniel Meiklejohn has been selected as the individual or the leader, since the person is the construction manager of ADCO Constructions. The person possesses considerable experience across a wider group of industrial sectors like the government, retail and commercial sectors. In addition, the personnel is involved in tertiary building qualifications and post-graduate management training possessing non-adversarial approach to the project delivery (Adcoconstruct.com.au, 2017). Furthermore, the individual possesses can do attitude, which enables the construction teams in delivering projects to the greatest levels of quality and assuring major stakeholder satisfaction. Leadership style deployed: As identified above, the can do attitude of Daniel Meiklejohn could be associated with the transformational leadership theory. In this context, Ahmed et al., (2013) stated that this leadership style relies on greater communication levels from the management for achieving goals. The leaders are involved in motivating staffs along with enhancing efficiency and productivity with the help of greater visibility and communication. In case of ADCO constructions, the higher-level management of the organisation is in continual involvement with the ongoing project manager that helps in meeting the set targets and goals. This significant characteristic is inherent in case of transformational leadership style. After obtaining the feedback of the top management, the leader following this style concentrates on the bigger picture within a firm along with delegating smaller tasks to the teams for achieving the stated goals and objectives (Ameh Odusami, 2014). In addition, transformational leaders motivate the subordinates to achieve more than the original intention and often even greater than they thought possible. These leaders set challenging expectations and as a result, this leads to achievement of greater performance than expected (Burke, 2013. The situation is identical in case of Daniel Meiklejohn, which has helped the project teams in performing beyond the expectations. Effectiveness of the leadership behaviours displayed: It has been evaluated that Daniel Meiklejohn is a transformational leader having a charisma to make the team members feel passionate about the success of the organisation. The effectiveness of such leadership behaviours could be seen from every operational aspect starting from training to corporate planning (Khan et al., 2014). Some of the effectiveness that Daniel Meiklejohn has displayed with his leadership behaviours is depicted as follows: Exceptional individual skills: ADCO Constructions has undertaken the Richmond Development Project, which is the second vertical school project for the Victorian Department of Education. The construction project is to be designed in such a way that it could cater 650 students in two sites. In order to ensure this objective, Daniel Meiklejohn is engaged in motivating his team members from time to time along with helping them by providing solutions to their problems (Krog Govender, 2015). This has helped in increasing the overall individual skills of every team member by bringing advantage to any endeavour undertaken. Lower customer and staff turnover costs: With the help of transformational leadership style, it is possible for the managers to retain customers as well as staffs (Lundy Morin, 2013). Daniel Meiklejohn has engaged with the team members working in the project by satisfying both the organisational as well as staff needs. Due to this, the retention rate in his team is extremely high over the years, as the staffs have felt a corporate fit. As a result, this has made them stay with ADCO Constructions, since they are reporting to a transformational leader (MacNicol Coleman, 2015).Since the turnover is less, the organisation has not incurred much amount on recruiting and training, which has resulted in big business savings. In addition, Daniel Meiklejohn is excessively good when it comes to interacting with the customers. Due to this, it has minimised the cost of constant marketing and selling new customers (Muller et al., 2016). New initiatives: The placement of managers with transformational leadership roles and skills, in which it is required to handle improvement and change, would fetch some of the effective returns (Packendorff, Crevani Lindgren, 2014). The Richmond Development project is a new initiative for Daniel Meiklejohn for overseeing a special project. As the project needs to focus on community blending, the person has empowered the team members to adopt necessary changes for realising their overall potential. This has been ensured by providing monetary and internal promotion rewards through discussion with the top management. As a result, the organisation has been able to seek the benefits of greater employee performance (Preston et al., 2015). In addition, it has enhanced the outcomes of the existing staffs along with equipping new staffs for productive work. Impact of the leadership behaviours on the project across its lifecycle: The effect of transformational leadership behaviours originates from development as well as empowerment, which increase the capabilities and motivation of the team members (Redick et al., 2014). The philosophical approach to this leadership style involves increasing commitment to the organisation and empowering staffs. Along with developing the school, ADCO Constructions is responsible for providing general purpose spaces for teaching, community facilities and four competition grade netball courts. In order to ensure project success, Daniel Meiklejohn has employed all his team members in this special project by delegating tasks in small portions. With the help of this particular move, both the staff and organisational performance is enhanced without enforcement of any additional burden (Senaratne Samaraweera, 2015). Along with this, Daniel Meiklejohn needs to ensure that the library, performing arts spaces and areas of communal eating would be located on the ground floor of the building. In order to achieve this goal, it is necessary that the construction manager follows all the safety rules as laid out in the construction plan. Therefore, Daniel Meiklejohn has introduced contingent rewards, if the staffs work in accordance with his instructions. This has helped in motivating them largely and as a result, the ongoing work is going more smoothly than expected (Shenhar, 2015). The project would include an outdoor cooking facility and productive garden as a main facet of its landscape design. For this, ADCO Constructions has appointed special engineers to formulate the construction plan by providing assistance to Daniel Meiklejohn. In this context, Thorkildsen, Kaulio Ekman (2015) stated that transactional leadership assists the efficiency by enhancing innovative job performance and job satisfaction. From this, it could be stated that transactional leadership stimulates higher performance. Since Daniel Meiklejohn possesses can do attitude, this helps in sharing common mission and vision with the staffs. For each minute task, it is delegated amongst a minimum of three members and they are provided a week to complete the same in an efficient manner. If the task is completed before the stipulated deadline as expected, Daniel Meiklejohn has arranged for additional bonuses in order to increase their level of motivation. For each large task, delegation is carried out amongst a minimum of twelve individuals and they are provided 1-2 months to finish the same in an efficient fashion. In case of completion of the task within the scheduled time span as expected, internal promotions are there for the staffs in order to increase their level of motivation. This transformational leadership style has helped in ensuring the overall success of the organisation in carrying out the project and the role of Daniel Meiklejohn is immense in this project for assuring the overall quality. Conclusion: From the above discussion, it has been evaluated that a project leader faces numerous obstacles at the time of an ongoing project. It has been found that the individual possesses can do attitude, which enables the construction teams in delivering projects to the greatest levels of quality and assuring major stakeholder satisfaction. Transformational leaders motivate the subordinates to achieve more than the original intention and often even greater than they thought possible. Daniel Meiklejohn has engaged with the team members working in the project by satisfying both the organisational as well as staff needs. Due to this, the retention rate in his team is extremely high over the years, as the staffs have felt a corporate fit. As a result, this has made them stay with ADCO Constructions, since they are reporting to a transformational leader. This has helped in motivating them largely and as a result, the ongoing work is going more smoothly than expected. References: Adcoconstruct.com.au. (2017).Projects | ADCO. [online] Available at: https://www.adcoconstruct.com.au/projects/current/1449-richmond-high-school/ [Accessed 17 Oct. 2017]. Ahmed, R., Azmi, N., Masood, M. T., Tahir, M., Ahmad, M. S. (2013). What Does Project Leadership Really Do?.International Journal of Scientific Engineering Research,4(1), 1-8. Ameh, O. J., Odusami, K. T. (2014). The leadership profile of Nigerian construction project managers.Scientia Iranica. Transaction A, Civil Engineering,21(4), 1241. Burke, R. (2013). Project management: planning and control techniques.New Jersey, USA. Khan, M. S., Khan, I., Akhtar, B. Y., Abbasi, Z., Khan, F., Jan, F., Ahmad, R. (2014). Styles of leadership and its impact upon the project success.Public Policy and Administration Research,4(11), 48-52. Krog, C. L., Govender, K. (2015). The relationship between servant leadership and employee empowerment, commitment, trust and innovative behaviour: A project management perspective.SA Journal of Human Resource Management,13(1), 1. Lundy, V., Morin, P. P. (2013). Project leadership influences resistance to change: The case of the Canadian public service.Project Management Journal,44(4), 45-64. MacNicol, M. D., Coleman, M. S. (2015).Project leadership. Ashgate Publishing, Ltd. Muller, R., Nikolova, N., Sankaran, S., Hase, S., Zhu, F., Xu, X., ... Drouin, N. (2016). Leading projects by balancing vertical and horizontal leadershipInternational case studies.Manageable Cooperation?. Packendorff, J., Crevani, L., Lindgren, M. (2014). Project leadership in becoming: A process study of an organizational change project.Project Management Journal,45(3), 5-20. Preston, G., Moon, J., Simon, R., Allen, S., Kossi, E. (2015). The relevance of emotional intelligence in project leadership.Journal of Information Technology and Economic Development,6(1), 16. Redick, A., Reyna, I., Schaffer, C., Toomey, D. (2014). Four-factor model for effective project leadership competency.Journal of Information Technology and Economic Development,5(1), 53. Senaratne, S., Samaraweera, A. (2015). Construction project leadership across the team development process.Built Environment Project and Asset Management,5(1), 69-88. Shenhar, A. (2015). What is strategic project leadership?.Open Economics and Management Journal,2(1). Thorkildsen, A., Kaulio, M., Ekman, M. (2015). Project leadership in regional development coalitions: Horizontal and vertical challenges of trustkeeping.European Urban and Regional Studies,22(4), 383-397.