TABLE OF CONTENT
ABSTRACT
TABLE OF CONTENT
CHAPTER ONE - INTRODUCTION
1.1 Background of the study
1.2 Statement of the Problem
1.3 Need for the Study
1.4 Aim and Objectives
1.5 Scope and Limitations
CHAPTER TWO - LITERATURE REVIEW
2.1 Construction Industry
2.2 The Nigeria Construction Industry
2.3 Organisation
2.4 Leadership and Innovation
2.4.1 The „leadership for innovation‟ conceptual framework
2.5 Transformational Leadership Theory
2.5.1 Components of transformational leadership
2.6 Transactional Leadership Theory
2.6.1 Characteristics of Transactional Leadership
2.7 Laissez – Faire Leadership Theory
2.8 Full Range of Leadership Model
2.9 Fundamentals of Knowledge Management (KM)
2.10 KM: Issues of Strategy, Structure, Culture, Technology
2.11 Leadership in Knowledge Organisations
2.12 The Importance of Senior Management Commitment
2.13 Importance of Knowledge Worker in Construction
CHAPTER THREE - RESEARCH METHODS
3.1 Research Approach
3.2 The Self-Administered Questionnaire Survey
3.3 Data Collection Instrument
3.4 Sampling
3.4.1 Study Population
3.4.2 Sampling Frame and Sample Size
3.5 Data Analysis
CHAPTER FOUR - DATA PRESENTATION, ANALYSIS AND DISCUSSIONS
4.1 Data Presentation and Analysis
4.2 Establishing the Leadership Behaviours exhibited by Consulting Firms in the NCI
4.2 Establishing whether the Consulting firms in the NCI Exhibits KM
4.3 Examining the interplay between leadership behaviours and KM Behaviours
4.4 Discussion of Results
CHAPTER FIVE - SUMMARY, CONCLUSION AND RECOMMENDATIONS
5.1 Summary of Findings
5.2 Conclusion
5.3 Recommendation
5.4 Notes for Further Studies
REFERENCES
APPENDIX
ABSTRACT
The Nigeria Construction Industry (NCI) is characterised as slow to innovation and lacks the capacity to deliver when juxtaposed with other developing countries with similar developmental challenges at about the 1970s; despite the industry state in Nigeria, researches have continued to suggest ways of improving service delivery in the industry. One of such ways is the massive campaigning from research and industry for the NCI to adopt concepts of Knowledge Management (KM) to improve service delivery. The aim of this study was to assess organisational leadership for the adoption of KM practice in the NCI. The objectives of the study are; to identify the attributes of leadership behaviours and KM; to establish the leadership behaviours exhibited by consulting firms in the NCI; to establish whether the consulting firms in the NCI exhibits KM; and to examine the relationship between leadership behaviours and KM. The instrument used for data collection in this study was a structured questionnaire. The instrument was administered on Senior Management Staff of consulting firms in the NCI. The number of questionnaire completed and returned were 110 which represented 45.9% of the total questionnaire administered (240). The data collected were analysed in the form of descriptive statistics to achieve the study objectives 2 and 3. However, in examining the relationship between leadership behaviours and KM two types of statistical test were employed namely; the t-test and Pearson product-moment correlation coefficient. The results obtained from the analysis showed that consulting firms in the NCI agree they exhibit transformational leadership behaviours but disagree to exhibiting transactional and laissez- faire leadership behaviours. Similarly, the results also showed that the consulting firms in the NCI agree they exhibit KM behaviours. The study recommends that consulting firms on the basis of this fact can formally adopt KM practice to improve their competitiveness in the market place and the quality of their service delivery in the NCI.
CHAPTER ONE
INTRODUCTION
1.1 Background of the Study
The Nigeria Construction Industry (NCI) has been described as a „sleeping giant‟ in terms of service delivery and capacity to satisfy the needs of its clients (Kolo and Ibrahim, 2010). There is a consensus among academic researchers and professionals that the Nigeria Construction Industry (NCI) is slow to innovation (Odediran et al., 2012) and lacks the capacity to deliver. Kolo and Ibrahim (2010) buttressed the
„sleeping giant‟ status of the NCI when juxtaposed with other developing countries with similar developmental challenges at about the 1970s, Malaysia, Japan, Korea (Cheah and Ting, 2005), Kenya, Ghana, South Africa (Bowen et al., 2007), and Saudi Arabia (Al-Yami and Price, 2006; Alalshikh and Male, 2009) have long realised the need to improve their service delivery capacity. Despite the industry state in Nigeria, researches have continued to suggest ways of improving service delivery in the industry; one of such ways is the massive campaigning from research and industry for the NCI to adopt concepts of Knowledge Management (KM) to improve the situation (Anago, 2006: Sodiya et al., 2006: NIQS, 2012).
The construction industry is being increasingly challenged to successfully innovate in order to satisfy the aspirations and needs of society and clients and to improve its competiveness (Latham, 1994). The Egan Report (1998) identified five key drivers of change in the construction industry; (i) committed leadership, (ii) a focus on the customer, (iii) integrated process and terms, (iv) a quality driven agenda; and (v) commitment to people. The Egan report aptly captured that leadership was one of the five key drivers of change in the construction industry......
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