Leadership and Project Management: Time for a Shift from Fayol to Flores
Gregory A. Howell1, Hal Macomber2, Lauri Koskela3 & John Draper4
1Managing Director. Lean Construction Institute, Box 1003, Ketchum, ID 83340. 208/726-9989. [email protected].2Principal, Lean Project Consulting, Inc., 36 Kirkland Drive, Andover, MA 01810. 978/470-8994. [email protected].
3Professor, The University of Salford, [email protected]
4PhD Candidate, Virginia Tech, Blacksburg ,VA. [email protected].
Abstract
Henri Fayol's definition of management establishes the "common sense" of current project management practice. That common sense is challenged by a new definition of work and management put forward by Fernando Flores. This paper explores both definitions of management and their implications for leadership. When management of work in a lean project delivery is understood as "making and keeping commitments", the nature and focus of leadership and common sense changes. Producing trust is the essential role ofleaders.
Keywords
Leadership, project management and lean construction.
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Reference in APA 7th edition format:
Howell, G. A., Macomber, H., Koskela, L. & Draper, J.. (2004). Leadership and Project Management: Time for a Shift from Fayol to Flores. In Bertelsen, S., & Formoso, C. T. (Eds.), 12th Annual Conference of the International Group for Lean Construction.
Shortened reference for use in IGLC papers:
Howell, G. A., Macomber, H., Koskela, L. & Draper, J.. (2004). Leadership and Project Management: Time for a Shift from Fayol to Flores. IGLC12.
Founded in 1993, the IGLC is an international network of researchers from practice and academia in architecture, engineering, and construction (AEC) who feel that the practice, education, and research of the AEC industry have to be radically renewed in order to respond to the global challenges ahead.
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