Substitutes for leadership and unionized construction carpenters

A construction foreman’s inability to supervise his workers properly is thought to be a cause of the declining cost-effectiveness of the construction industry. It may be, however, that there are characteristics about carpenters and their work environment, described as substitutes for leadership, that negate the ability of the foreman to influence satisfaction and performance. This paper identifies 11 potential substitutes in the construction work environment. Leader behaviors, satisfactions, performance, and role ambiguity and conflict items are also identified and adapted for use in a questionnaire. The subject population is the membership of a carpenters' district council for a major Midwestern metropolitan area. Many statistical relationships were found, indicating the existence of substitutes for leadership in the unionized carpentry environment. The two most powerful substitutes for leadership in construction carpentry were: (1) ability, experience, training, and knowledge; and (2) closely knit cohesive work crews. Areas of future research for leadership in construction are identified and discussed.