Feeling Positive and Productive: Role of Supervisor–Worker Relationship in Predicting Construction Workers’ Performance in the Philippines

Chih, Ying Yi; Kiazad, Kohyar; Cheng, David; Lajom, Jennifer Ann L.; Restubog, Simon Lloyd D.

doi:10.1061/(asce)co.1943-7862.0001346

Cited by 34 publications

(21 citation statements)

References 63 publications

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“…Cluster 5 looks at the ability of leaders to collaborate with co-workers and external stakeholders through a shared vision. Contributions to the cluster draw on transformational leadership theory (Jiang et al 2017;Tabassi et al 2014;Waziri et al 2015;Zhang et al 2018c) and emotional intelligence theory (Butler and Chinowsky 2006;Chih et al 2017;Lee et al 2005;Zhang et al 2018a). While still firmly focussed on vertical leadership, research in this cluster also considers horizontal and balanced leadership approaches.…”

Section: Cluster 5 -Vision and External Engagementmentioning

confidence: 99%

Tension between Leadership Archetypes: Systematic Review to Inform Construction Research and Practice

2020

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In the literature on construction projects, the role of project managers in maintaining control over tasks and activities has been theorised comprehensively, placing a firm focus on vertical forms of leadership. Increasingly, construction firms are challenged with unprecedented operational uncertainty, brought about by changes to project environments, technology and labour. Similar challenges in other contexts have led to growing research on shared or horizontal approaches to leadership, which have been particularly effective in making organisations more agile in uncertain environments. Through a systematic review of 289 peerreviewed articles on leadership in construction, this paper considers the extent to which traditional vertical approaches to leadership are supplemented with horizontal and emerging balanced approaches to leadership across six bodies of construction leadership research. It contends that despite evidence for the increasing implementation of horizontal leadership practices on construction projects, vertical leadership theory dominates construction leadership research. In comparison, there is a dearth of research addressing horizontal leadership and 2 scarce consideration of balanced leadership. Based on the review, stronger integration of the balanced leadership archetype in research on leadership in construction is proposed as a logical means of advancing leadership theory in relation to six research vectors.

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Section: Cluster 5 -Vision and External Engagementmentioning

confidence: 99%

Tension between Leadership Archetypes: Systematic Review to Inform Construction Research and Practice

2020

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“…Michael et al (2006) suggested that organizations should foster positive social exchange between their workers and supervisors and enhance the qualities of LMX to reduce workers' violations and workplace injuries. Although previous studies have confirmed the positive effects of high-quality supervisor-worker relationship on the safety outcomes, they are mainly conducted in the general industries, and the implications of the supervisor-worker relationship remain relatively unexplored in construction industry (Chih et al, 2017). However, different from the general industries like the manufacture, construction industry suffers more from complex and dynamic working environment, constantly changing workforce, decentralized workplace, and workers' low project identity (Choi, Ahn, & Lee, 2017b;Wu et al, 2018).…”

Section: Leader-member Exchangementioning

confidence: 99%

“…Construction project should firstly raise awareness among supervisors about critical roles of supervisor-worker relationships. Then, training programs should be prepared specifically for frontline supervisors to enhance their leadership, communication skills and relationship management capacities, which enable them to establish mutual respect and trust with their workers (Chih et al, 2017). Second, the modified TPB model serves as a guideline for frontline supervisors to pay more attentions to reducing workers' attitudinal ambivalence, strengthening workers' perceived behavioural control and promoting group safety norm, through which supervisorworker relationship quality could eventually prevent safety violations onsite.…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Consistent with prior studies (Chih et al, 2017;Hofmann, Morgeson, & Gerras, 2003), this study uses leader-member exchange (LMX) to capture the dynamic relationships between supervisors and their workers. LMX literature argued that supervisors form relationships of different quality, ranging from high to low, with their workers (Novak, Farr-Wharton, Brunetto, Shacklock, & Brown, 2017).…”

Section: Introductionmentioning

confidence: 99%

“…Construction workers rely heavily on their supervisors for allocating tasks and being guided and supported continuously because of the complex and dynamic nature of construction work. Thus, compared with the middle or top management, supervisors who interact with workers most frequently can directly contribute to the improvement of safety environment which determines workers' safety related perceptions and behaviours (Chih, Kiazad, Cheng, Lajom, & Restubog, 2017;Zhang, Li, Fang, & Wu, 2017). Furthermore, construction activities are characterized as decentralization and mobility, where frontline workers have more autonomy to make behaviour decisions discretionally, and change workplace frequently (Choi et al, 2017a).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Impact of Supervisor–worker Relationship on Workers’ Safety Violations: A Modified Theory of Planned Behaviour

Cong

Lian

2019

Journal of Civil Engineering and Management

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This study develops and tests an integrative model to better understand the mechanisms by which the leadermember exchange (LMX) determines workers’ safety behaviours. The modified theory of planned behaviour (TPB) was proposed by using attitudinal ambivalence to replace univalent safety attitude. Empirical data were collected from 229 construction workers in China using a detailed questionnaire. Both situational and routine safety violations were considered in this model. The results showed that LMX had significant effects on both types of safety violations through three mediators from the modified TPB framework. Specifically, attitudinal ambivalence and group safety norm mediated the relationships between LMX and both types workers’ safety violations. However, perceived behavioural control only mediated the relationship between LMX and individuals’ routine safety violations. Furthermore, this research supported the distinctions between situational and routine safety violations. The indirect effects of LMX on individuals’ situational safety violations took place mainly through group safety norm. By contrast, the indirect effects on individuals’ routine safety violations took place mainly through attitudinal ambivalence and perceived behavioural control. Finally, the theoretical and practical implications, research limitations, and future directions were discussed. The results provide some meaningful insights into how to improve safety compliance behaviours from the perspective of supervisor-worker relationships.

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Delay in payment effects on productivity of small and medium construction companies in Oman: exploration and ranking

Alawi

2021

Asian J Civ Eng

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Maintaining a stable productivity rate in a construction project is a challenge. Many external and internal factors influence it. Delay in payment is one of the factors representing the project cash flow and mirrors the company’s financial stability status. This study explores the delay in payments effects on the construction productivity of the small and medium construction companies in Oman. Also, it ranks the delay in payment among other productivity factors. Sixty-five small and medium construction companies registered in Oman Tender Board participated in the questionnaire survey. The results showed that delay in payment significantly affects the financial stability of the companies. The delay in payment was ranked third out of 21 influencing productivity factors. The results were compared with a previous study that covered large construction companies in Oman. It was found that the rank of delay in payment in the small and medium construction is significantly higher than what was found in large companies.

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Feeling Positive and Productive: Role of Supervisor–Worker Relationship in Predicting Construction Workers’ Performance in the Philippines

Cited by 34 publications

References 63 publications

Tension between Leadership Archetypes: Systematic Review to Inform Construction Research and Practice

Tension between Leadership Archetypes: Systematic Review to Inform Construction Research and Practice

The Impact of Supervisor–worker Relationship on Workers’ Safety Violations: A Modified Theory of Planned Behaviour

Delay in payment effects on productivity of small and medium construction companies in Oman: exploration and ranking

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