Abstract

This research explores how the distinct traits of leadership and management influence supervisory effectiveness and employee experiences in Utah's commercial construction sector. While leadership and management are often conflated, this study draws on foundational literature that defines leadership as people-centered, visionary, and empowering. In contrast, management is characterized as results-driven, process-oriented, and focused on control. Using survey data from 95 individuals working in commercial construction, the study evaluates how supervisors with leadership or managerial characteristics are perceived by their teams. Supervisors were categorized based on observable behaviors selected by respondents, distinguishing leadership traits from managerial traits. Supervisors identified as leaders were rated as being more effective, better liked, and more influential in shaping job satisfaction than those viewed as managers. Statistically significant relationships were found between supervisor type (leader or manager) and employee satisfaction with the supervisor, perceived effectiveness, and the quality of the supervisor/subordinate relationship. However, there was no significant correlation between supervisor type and overall job satisfaction, suggesting that broader organizational factors may play a role in shaping how employees feel about their jobs. These findings align with existing literature by showing that leadership behaviors such as empowerment and collaboration are more closely linked to positive supervisory outcomes than behaviors tied to traditional management. This study offers new insights for a field that has long emphasized management and encouraged commercial construction organizations to develop leadership traits in their supervisory training efforts.

Degree

College and Department

Ira A. Fulton College of Engineering; Civil and Environmental Engineering

Rights

https://lib.byu.edu/about/copyright/