An exploration of public private partnership in infrastructure development in South Africa
- Authors: Aigbavboa, C.O. , Liphadzi, M. , Thwala, Wellington Didibhuku
- Date: 2014
- Subjects: Building energy efficiency assessment
- Type: Article
- Identifier: uj:4792 , http://hdl.handle.net/10210/12044
- Description: Building energy efficiency assessment (BEEA) is an important area in both the built environment and energy management. Over the years it has received increasing attention among researchers due to the pertinent sustainability issues. What is the common practice in building energy assessment research methodology? This study attempts to find the common practice in BEEA research methodology to find out how developing countries can be equipped to do more research in this field. In this paper five major journals in the field of building energy are quantitatively reviewed with a particular interest in identifying what methods and approaches have been presented or employed in BEEA. A scanning of the search results gave a list of 63 articles that are considered relevant to the research interest. The assessment methods were introduced and categorized in a manner that helps the readers get the best sense of the overall picture. The results indicate that 65% of the studies employed more than one research method and documentation dominated BEEA research. The study showed that to develop the research capacity of developing countries in this area the need for expertise, availability of data and policy direction needs to be in place.
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A theoretical perspective on the difference between leadership and management
- Authors: Liphadzi, M. , Aigbavboa, C. O. , Thwala, Wellington Didibhuku
- Date: 2017
- Subjects: Leadership , Management , Organization
- Language: English
- Type: Conference proceedings
- Identifier: http://hdl.handle.net/10210/259194 , uj:27266 , Citation: Liphadzi, M., Aigbavboa, C.O. & Thwala, W.D. 2017. A theoretical perspective on the difference between leadership and management. Creative Construction Conference 2017, CCC 2017, 19-22 June 2017, Primosten, Croatia. doi: 10.1016/j.proeng.2017.07.227
- Description: Abstract: There are numerous overlaps in terms of relating the differences between leadership and management. Jarad (2012) viewed leadership as a subset of management and that both are important to facilitate organizatio0nal performance. However, the construction industry is well defined with the inclusion of both these roles. It is to this end that the study presents a theoretical framework relating to the difference between leadership and management. Design/methodology/approach: The study is conducted with reference to existing theoretical literature on leadership requirements for the construction industry. Findings: Literature findings revealed that, leadership includes social influence and the leader's role in setting a purpose or vision of change, whereas management associates with fulfilling organizational goals and processes. Originality/value: The study explores the difference leadership and management. The study further gives findings relating to management and leadership, thus adding value to the body of leadership and management knowledge.
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Relationship between leadership styles and project success in the South African construction industry
- Authors: Liphadzi, M. , Aigbavboa, C. O. , Thwala, Wellington Didibhuku
- Date: 2015
- Subjects: Construction industry - South Africa , Leadership styles , Project success
- Language: English
- Type: Conference Proceedings
- Identifier: http://hdl.handle.net/10210/17537 , uj:15460 , Liphadzi, M. Aigbavboa, C., & Thwala W. 2015. Relationship between leadership styles and project success in the South African construction industry. Creative Construction Conference, 21-24 June 2015, Krakow, Poland.
- Description: Adequate leadership is a vital key to the successful performance of any firm or business, and it is much more important to the construction industry. The main objective of this paper is to explore the relationship between different leadership style practices and project success in the South African construction industry. The data used in this research were derived from both primary and secondary sources. The secondary data was collected via a detailed review of related literature. The primary data was collected through a structured questionnaire aimed at 150 project and construction managers in the South African construction industry. However, 110 questionnaires were received representing a 73% response rate. Data from the questionnaire were analyzed using SPSS 21.0 software. Correlation analysis was used to determine the relationship between leadership styles and project success. Likewise, the relationship between the different leadership styles and project successes in the South African construction industry was investigated using Pearson Product-moment Correlation Coefficient. Findings from the study revealed that there is a positive relationship between transactional leadership and project success. The results further revealed that there is no relationship between Laissez faire leadership style and construction project success. However, the study explores the relationship between leadership styles and project success in the South African construction industry. The study contributes to the body of knowledge of construction leadership by providing a robust background on construction leadership style practices of project and construction managers.
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