Empowering High‐Performing People to Promote Project Quality

Abstract

In large architect/engineer/construction (A/E/C) organizations in the 1990s, the profitability and competitiveness of a firm are driven by, more than any other element, the ability of the organization's leadership to empower its people to perform to their maximum potential. Project managers, constantly challenged to improve quality of services and deliverables while improving profitability, often have the opportunity to capitalize on the talents of high‐performing people in their organization. To do this well requires that project managers know the characteristics of high performers, understand how they will influence project quality and profitability, and empower them through deliberate leadership approaches. A number of these approaches are discussed, together with some implications for the organizational leadership throughout the A/E/C firm. By applying leadership skills that especially empower top performers, project managers can promote project quality and profitability as well as enhance the future effectiveness of their organization.