Leadership in Architecture Business Organization Flashcards
is the process of persuading
individuals to achieve personal and group
goals.
Leadership
● Architects lead both the architectural design
team and the broader design team.
● Success is linked to how the architect interacts
with their teams.
● Responsibilities:
coordination
structural, and installation projects.
Leadership in Architectural Education.
● Leadership enhances productivity, efficiency,
and communication.
● Improves work environment, reduces
mistakes, and motivates employees.
● Effective leaders set a vision, inspire hard
work, and foster collaboration.
● Early problem identification minimizes costly
errors
Leadership in Business Organization
Key Traits of Effective Leadership
- Communication and Trust
- Ability to Inspire and Motivate
- Strong Vision for the Future
- Problem Solving and Adaptability
focuses on core
organizational processes to achieve goals.
helps managers create infrastructure for
strategy implementation.
● It complements existing theories by focusing
on processes rather than just targets
Architectural leadership (AL)
Mostly shaped by the leadership styles of the
organization.
● Have the power to affect how employees
behave, how they communicate, how
decisions are made, and how well a business
performs overall.
Organizational Culture
A Culture of Compliance
Autocratic Leadership or Authoritative Leadership
establish the long-term
direction of their businesses and make it
obvious to each individual employee what part
they will play in that path.
● provide a good example
and encourage followership, but they can also
foster a culture among the rank and file that
stifles
cooperation,
professional growth.
innovation,
and
● Leaders that exercise ___ make
decisions on their own and expect their
followers to do the same
Autocratic Leadership or Authoritative
Leadership:
Culture of Innovation
Democratic Leadership or Participative
Leadership:
● The goal of participative leadership is to foster
team member consensus while relying on a
democratic process.
● Participative leadership builds commitment
and trust to create systemic change, just like
transformational and servant leadership do.
● Leaders make the ultimate choice, but they do
it after engaging the entire team in a process
of compromise, collaboration, and consensus
building.
Democratic Leadership or Participative
Leadership:
Culture of Inclusion
Laissez-faire Leadership or Servant
Leadership
take a hands-off stance
and let workers handle their own tasks and
decision-making.
● The organizational pyramid is turned on its
side by servant leadership, resulting in a
setting where everyone serves as a leader.
● Servant leaders put the needs of the
community and organizational stakeholders
first.
● What sets servant leadership apart from other
leadership philosophies is its emphasis on
service
Laissez-faire Leadership or Servant
Leadership
A Culture of
Inspiration
Transformational leadership:
Investigating the factors that make up your
organization’s
culture
and implementing
improvements are key components of
transformational leadership.
The first step taken by transformational
leaders is gathering the team for an open
discussion.
● Morale is raised when corporate and personal
ideals are in harmony, and research has
shown that this increases productivity.
● The main objective is to encourage
employees’ transformative inclinations by
reflecting their own personal beliefs and
ambitions
Transformational leadership:
A Culture of Consistency
Transactional Leadership or Directive
Leadership:
● Power is distributed downward in a pyramidal
form used by directive leadership.
● Those at the top assign explicit instructions
and tasks to those at the bottom.
● This leadership style doesn’t promote a
collaborative organizational culture where
communication, openness, and collaboration
are traits of effective leadership. Instead,
based on each person’s place in the
organizational hierarchy, directive leadership
establishes class distinctions.
● This management approach is frequently
referred to as “coercive management.
Transactional Leadership or Directive
Leadership:
Characteristics of Effective Leadership in
Architecture Firms
Recognizing Creativity or Imagination
2. Collaboration
3. Being An Example
Leadership requires a strong sense of
imagination, especially in the architecture
industry, where managers must motivate staff
to explore their inner selves and discover their
actual creative potential.
● Anywhere and from anyone, a good idea can
come. A leader is aware of this and actively
seeks to bring out the best in those around
them.
● It is your responsibility as a leader to foster an
atmosphere where your staff feels free to
share ideas and bounce them off of you.
● The key to your success as a leader is being
able to spot innovation in others
Recognizing Creativity or Imagination
Working together is crucial in architecture.
● Architects must work together with customers,
engineers, designers, and other architects.
● The practice of architecture is one that values
collaboration. Effective managers are aware of
this.
● Leaders must have humility and an open mind.
- Collaboration
● Domore thanjust direct and oversee others to
be a great leader in the architecture industry
● Play a proactive part in creating a work
atmosphere that inspires the team to work
together, solve problems, and reach their full
creative potential.
● The easiest way to do much of this is by
example.
● Aneffective leader instills in their team the self
assurance necessary for them to express their
ideas and develop innovative designs.
- Being An Example
In The American Institute of Architecture’s
Foresight Report: “The Changing Context
Business, and Practice of Architecture 2013”
(2013) defined the meaning of leadership as
managing change. The report also described
the significant trends in upcoming future of
leadership which are:
- evolving modes,
- newmetrics of leadership,
- leadership development options, and
- changing expectations
Architect styles are classified into six
archetypes. which are
○ Visionaries
○ Strategies
○ theWarriors
○ theVeteran
○ theExperts
○ thePeaceBuilders
Kasapoglu (2011) classified the leadership in
architectural design firms as divided into three
categories. Groups were formed depending on
their orientations, which were:
○ Goal-oriented
○ Employee-oriented
○ Task-oriented
Ronco & Jassaume (2009) identified four
leadership concepts relevant for architects:
- Trait Theory
- Behavioral Theory
- Situational Theory
4.
Management or Transactional
Leadership
