Research report presented to SBL, Unisa, Midrand. / This study aims to examine how manager's leadership styles correlates with leadership outcomes and perceptions of subordinates and management in the construction industry. Leadership styles, conception and leadership outcomes in terms of effectiveness and operationalization were measured using a modified Bass and Avolio's multifactor leadership questionnaire (MLQ) and a modified Porter et al.'s organizational commitment questionnaire (OCQ).

Research report presented to SBL, Unisa, Midrand. / This study aims to examine how manager's leadership styles correlates with leadership outcomes and perceptions of subordinates and management in the construction industry. Leadership styles, conception and leadership outcomes in terms of effectiveness and operationalization were measured using a modified Bass and Avolio's multifactor leadership questionnaire (MLQ) and a modified Porter et al.'s organizational commitment questionnaire (OCQ).

<p>Business networks exist in many different situations the question of interest is; what makes these networks sustainable over a long period of time? This is a multiple case study with four network projects from the Swedish rural area of Storsjöbygden in Jämtland.</p><p>The Swedish rural areas consist of a strong majority of micro companies and small companies. To develop some of these areas the European Rural Development Program, LEADER helps funding projects for entrepreneurs and organisations with good ideas for development, education and cooperation activities.</p><p>This paper investigates four LEADER funded projects with a focus on business cooperation and networking. The projects were done between years 1995 and 2000. Some of the networks are still active today and others are not.  The aim here is to see if the three factors during the start up of the networks; natural and spontaneous relationships, project leader’s attitude and the number of participants, have an impact on the long term sustainability of these networks.</p><p>The empirical findings lead to the following conclusions; within the relationship factor time and attitude variables had an increased effect on the survival of the networks. The project leader’s knowledge, attitude and commitment also affected the outcome of the network projects. The third factor, the number of active members during the project had a great impact of the survival since all the networks lost members over time.</p>

Business networks exist in many different situations the question of interest is; what makes these networks sustainable over a long period of time? This is a multiple case study with four network projects from the Swedish rural area of Storsjöbygden in Jämtland. The Swedish rural areas consist of a strong majority of micro companies and small companies. To develop some of these areas the European Rural Development Program, LEADER helps funding projects for entrepreneurs and organisations with good ideas for development, education and cooperation activities. This paper investigates four LEADER funded projects with a focus on business cooperation and networking. The projects were done between years 1995 and 2000. Some of the networks are still active today and others are not.  The aim here is to see if the three factors during the start up of the networks; natural and spontaneous relationships, project leader’s attitude and the number of participants, have an impact on the long term sustainability of these networks. The empirical findings lead to the following conclusions; within the relationship factor time and attitude variables had an increased effect on the survival of the networks. The project leader’s knowledge, attitude and commitment also affected the outcome of the network projects. The third factor, the number of active members during the project had a great impact of the survival since all the networks lost members over time.

Civil engineering projects undertaken without successful implementation of scope management strategies by project leaders are approximately 10% more likely to fail than projects undertaken with scope management strategies. Using scope management theory, the purpose of this single case study was to explore scope management strategies used by some project leaders in the engineering field to improve project success rates. Data were collected using semistructured interviews with 3 purposefully selected project leaders in Georgia, and a review of project completion reports, budget reports, government proposals, and scope management documents. Data analysis occurred using Yin's 5-step process of compiling, disassembling, reassembling, interpreting, and concluding the data. The 3 emergent themes were client management strategy, schedule adherence strategy, and communication strategy. The findings indicated that implementing the scope management strategies of client management, schedule adherence, and communication with all stakeholders are essential for improving engineering project success rates. The implications for social change include the potential to elevate the use of sustainable-design application through water, energy, and natural resource conservation by project leaders through scope management strategy implementation. People in communities potentially benefit from the findings of this study because of the increased use of sustainable materials, reduced use of water, energy, and natural resources, and an improved local environment.