| dc.contributor.author | Charles O. Skipper | |
| dc.contributor.author | Lansford C. Bell | |
| dc.date.accessioned | 2017-05-08T21:32:30Z | |
| dc.date.available | 2017-05-08T21:32:30Z | |
| dc.date.copyright | April 2008 | |
| dc.date.issued | 2008 | |
| dc.identifier.other | %28asce%291532-6748%282008%298%3A2%2877%29.pdf | |
| dc.identifier.uri | http://yetl.yabesh.ir/yetl/handle/yetl/55454 | |
| dc.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 | |
| dc.publisher | American Society of Civil Engineers | |
| dc.title | Leadership Development and Succession Planning | |
| dc.type | Journal Paper | |
| dc.journal.volume | 8 | |
| dc.journal.issue | 2 | |
| dc.journal.title | Leadership and Management in Engineering | |
| dc.identifier.doi | 10.1061/(ASCE)1532-6748(2008)8:2(77) | |
| dc.tree | Leadership and Management in Engineering:;2008:;Volume ( 008 ):;issue: 002 | |
| dc.contenttype | Fulltext | |
