Achieving effective monitoring and evaluation leadership

Achieving complete leadership effectiveness is not possible, particularly in the construction industry owing to the complexities discussed in the preceding chapters. According to Luthra and Dahiya (2015), effective leadership is all about communicating effectively. Perhaps this is correct since communication in construction project M&.E requires that leaders manage and coordinate project resources (human, financial and material) and processes for efficiency. Effective leadership therefore requires excellent communication skills (Luthra &. Dahiya, 2015). It is further asserted by Luthra and Dahiya (2015) that a clear set of values and indoctrinating these values into project team members will get team members to follow the leader to achieve the vision, thereby making him or her an effective leader. The World Health Organization (WHO) (2008) reports that good management skills, that is, clarity of task and purpose, good organizational skills and good delegatory skills of leaders, are central for effective leadership. Leaders must be knowledgeable (Popa, 2012). Complementing the managerial skills of leaders, leaders with technical knowledge on M&E and project implementation in the construction industry is necessary.

According to Kolzow (2014), leadership competencies such as the ability to inspire others to deliver task, the collaborative orientation of leaders, exhibiting intelligence and learning agility, practicing accountability and exerting real

Perspectives in monitoring and evaluation 119 judgment cannot be overlooked if leadership effectiveness is to be achieved. He further stressed that these competencies are not inherent or inborn; therefore, through a concerted effort by leaders, one can acquire these competencies for ensuring positive leadership (Kolzow, 2014). Studies on the influence of leadership style on the project performance have been conducted (Iqbal, Anwar & Haider, 2015). Iqbal et al. (2015) studied the relationship between several leadership styles on project performance, namely autocratic, democratic and participative leadership style and concluded that there were differences in project performance regarding each leadership style studied (Iqbal et al., 2015), suggesting that the positive or the right leadership style is significant to accomplish effective leadership.

The study of leadership theories has underscored the far-reaching demands on leaders to achieve organizations’ performance. The many leadership styles indicate the difficulty in achieving effectiveness in the dynamic project environment such as the construction industry (Bikitsha et al., 2014). A combination of several styles is needed. Indeed, Batool (2013) found that effective leaders combined more than four leadership styles and substituted each one for a particular leadership situation. Accordingly, the M&E process in the construction industry is emotionally charged, considering the varied stakeholders involved in the M&E implementation. In addressing this, studies have reported on the need for leaders to possess social and emotional intelligence to deliver effective leadership (Batool, 2013; Bikitsha et al., 2014).

In accomplishing effective leadership in the M&E of construction projects, leaders of construction projects must demonstrate effective communication, managerial skills, technical knowledge, leadership competencies and emotional intelligence.

Summary

This chapter debated effective leadership in the M&E of construction projects as a critical construct in the integrated M&E model for effective construction project delivery. A combination of both old and new leadership theories such as the traits theory and transformational leadership theories respectively were captured as the grounded theories of effective leadership. This was systematically done through the various evolution eras of leadership theories. Also emphasized in this chapter are the types and style of leadership, the barriers to effective leadership and, finally, how to achieve effective leadership in M&E of projects. Most importantly, strategies for achieving leadership in M&E were suggested. The next chapter presents a global assessment view of M&E practices in the UK and Australia.

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