| contributor author | Charles O. Skipper | |
| contributor author | Lansford C. Bell | |
| date accessioned | 2017-05-08T21:32:30Z | |
| date available | 2017-05-08T21:32:30Z | |
| date copyright | April 2008 | |
| date issued | 2008 | |
| identifier other | %28asce%291532-6748%282008%298%3A2%2877%29.pdf | |
| identifier uri | http://yetl.yabesh.ir/yetl/handle/yetl/55454 | |
| description abstract | The construction industry is recognizing the need for leadership development and succession planning. Industry has typically responded to this need by enacting succession planning programs that identify a handful of high-potential personnel at an early stage in their careers, and expose these candidates to specialized leadership development and mentoring programs not available to their peers. Recent research at Clemson University by the authors compared the leadership behaviors of two groups of construction project managers within a major international, U.S.-based construction company. The top performers were also the best leaders, as proven by a | |
| publisher | American Society of Civil Engineers | |
| title | Leadership Development and Succession Planning | |
| type | Journal Paper | |
| journal volume | 8 | |
| journal issue | 2 | |
| journal title | Leadership and Management in Engineering | |
| identifier doi | 10.1061/(ASCE)1532-6748(2008)8:2(77) | |
| tree | Leadership and Management in Engineering:;2008:;Volume ( 008 ):;issue: 002 | |
| contenttype | Fulltext | |
