Browsing by Author "Riley, M. J."

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    Development of a Qualitative Tool to Identify Leadership Styles Exercised by Construction Managers and their Impact on Construction Success
    (2009) Riley, M. J.; Latorre, V
    This paper investigates the role of leadership style used by construction managers and how the style used relates to the construction manager's perception of the success of their projects. The range of leadership styles is investigated and the three most relevant and appropriate styles for construction managers are adopted for this research. These styles are transformational, transactional and laissez-faire.
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    Development of a Systems Dynamics Framework for KPIs to Assist Project Managers' Decision Making Processes
    (2010) Latorre, V; Roberts, M.; Riley, M. J.
    Following a critical appraisal, redefinition and categorisation of Key Performance Indicators (KPIs) and their scope according to their use as an online management or monitoring tool (Roberts and Latorre 2009); this successive paper builds upon the first and focuses the research on the modelling of the construction project in terms of KPI driven goals using Causal Loop Diagrams (CLDs). The paper presents the results of a research project developed in order to identify the obstacles which prevent achievement of the overall performance desired for the UK's Construction Industry. Particularly, how project managers' decisions impact such performance.