Leadership and Management Practice in Construction Course

Standard: CITB Short Duration Standard GET3256

Duration: 2 days

Guided Learning Hours: 14 hours

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Course Aims

This course is designed to provide participants with the knowledge and understanding needed to apply effective leadership and management practices within a construction environment.

Participants will explore how site supervisors and team leaders contribute to safety, quality, productivity and appropriate standards of behaviour. The course also examines quality management, health and safety responsibilities, leadership styles, team motivation and the importance of accurate workplace records.

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Course Prerequisites

This course is intended for practising or potential site supervisors, team leaders and managers working within construction or the built environment.

Participants should be able to relate the course content to their current role, a previous supervisory role or a position they are preparing to undertake.

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Course Objectives

Upon completing this course, participants will be able to:

• Describe the responsibilities of a site supervisor or team leader for ensuring that work is carried out safely.
• Describe the responsibilities of a site supervisor or team leader for ensuring that quality requirements are met.
• Describe how a site supervisor or team leader contributes to the achievement of productivity targets.
• Describe how appropriate behavioural standards contribute to project and work plans.
• Explain the role of a site supervisor or team leader within organisational procedures relating to poor performance or inappropriate behaviour.
• Describe the principal practices associated with both management and leadership and explain why a site supervisor or team leader needs to perform both roles.
• Explain how management practices are used to achieve team objectives and outcomes.
• Describe the principal features of two leadership styles and explain how a range of leadership styles can be used in different workplace situations.
• Explain how direction is set and communicated to others.
• Describe how a site supervisor or team leader can motivate and empower team members.
• Identify and prioritise at least two areas for personal development that would improve their ability to lead.
• Describe the principal practices of quality management within construction site management.
• Explain, using relevant examples, what is meant by the cost of quality.
• Describe an appropriate quality standard for an internal customer and an external customer and explain why each standard is applicable.
• Describe the principal features of an effective quality record-keeping process.
• Identify current health-and-safety legislation and industry regulations relevant to the responsibilities of a site supervisor or team leader.
• Describe how an organisational health-and-safety policy relates to a specific item of legislation or regulation.
• Describe the principal features of a suitable and sufficient risk assessment and how one is conducted.
• Explain the difference between a risk assessment and a method statement.
• Describe how a site supervisor or team leader can ensure that the team is aware of relevant health-and-safety requirements.
• Explain why health-and-safety performance must be monitored and accurate records maintained.
• Explain the role of the site supervisor or team leader in monitoring health and safety and maintaining appropriate records.

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Course Content

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Day 1: Supervisory Responsibilities, Leadership and Team Performance

Module 1: Introduction and the Construction Supervisory Role

• The purpose, scope and learning outcomes of the course.
• The position of the site supervisor or team leader within the organisation.
• Acting as a link between management and the workforce.
• Translating project and organisational requirements into workplace activities.
• The relationship between effective supervision and the achievement of project and work plans.
• Working within the limits of personal responsibility and authority.
• Course activities and assessment requirements.

Module 2: Responsibilities of the Site Supervisor or Team Leader

• The principal responsibilities of a practising or potential site supervisor or team leader.
• Communicating project requirements, priorities and expected standards.
• Planning and coordinating people, tasks and resources.
• Allocating work according to competence, experience and operational requirements.
• Providing appropriate information, instruction and support.
• Monitoring work and responding to changing circumstances.
• Leading by example and maintaining professional standards.

Responsibilities for safety

• Supporting safe systems of work.
• Communicating site rules, hazards and control measures.
• Checking that employees understand relevant requirements.
• Monitoring work and challenging unsafe practices.
• Reporting and escalating hazards, incidents and unresolved concerns.
• Supporting the implementation of risk assessments and method statements.

Responsibilities for quality

• Understanding and communicating specifications and quality requirements.
• Checking that team members have the necessary information and resources.
• Monitoring materials, workmanship and completed work.
• Identifying defects and non-conforming work.
• Taking or recommending appropriate corrective action.
• Supporting accurate quality recording and reporting.

Responsibilities for productivity

• Communicating team objectives and productivity targets.
• Coordinating work and resources effectively.
• Monitoring progress against project or work plans.
• Identifying delays, barriers and resource constraints.
• Reducing avoidable downtime, error and rework.
• Maintaining productivity without compromising safety or quality.
• Reporting progress and emerging problems.

Responsibilities for workplace behaviour

• Establishing and communicating appropriate standards of conduct.
• Demonstrating respectful and professional behaviour.
• Promoting fairness, cooperation and inclusion.
• Recognising behaviour that may affect safety, quality, productivity or working relationships.
• Addressing inappropriate behaviour at an appropriate stage.
• Linking behavioural standards to the achievement of project and work plans.

Module 3: Poor Performance and Inappropriate Behaviour

• Recognising possible performance and behavioural concerns.
• Distinguishing between capability, conduct and problems caused by resources, communication or working arrangements.
• Establishing relevant facts before reaching conclusions.
• Addressing minor concerns informally where appropriate.
• Providing clear, objective and evidence-based feedback.
• Agreeing improvement actions and review arrangements.
• The role of the supervisor within organisational performance, capability and disciplinary procedures.
• Acting fairly, consistently and within the limits of personal authority.
• Maintaining appropriate confidentiality and records.
• Recognising when formal action or management support may be required.
• Referring matters to a manager, human resources or another appropriate function.

Module 4: Leadership and Management Practices

• The meaning of management.
• The meaning of leadership.
• The differences and relationship between management and leadership.
• Why a site supervisor or team leader needs to act as both a manager and a leader.

Management practices

• Planning work.
• Organising people and resources.
• Establishing objectives and priorities.
• Coordinating activities.
• Monitoring progress and performance.
• Controlling resources.
• Responding to changes and problems.
• Measuring outcomes.

Leadership practices

• Setting direction.
• Communicating purpose.
• Influencing behaviour.
• Building trust.
• Motivating and supporting people.
• Encouraging responsibility.
• Providing an appropriate example.
• Supporting teams through change.
• Balancing task achievement with the needs of the team.
• Applying leadership and management practices to construction-based workplace situations.

Module 5: Managing Team Objectives and Outcomes

• Translating project requirements into clear team objectives.
• Establishing measurable outcomes and expected standards.
• Clarifying individual roles and responsibilities.
• Prioritising activities.
• Allocating work according to competence, experience and workload.
• Providing the necessary information, equipment and resources.
• Monitoring progress against agreed outcomes.
• Identifying potential problems before they affect delivery.
• Responding to changing priorities or site conditions.
• Coordinating with other teams, contractors and managers.
• Reviewing outcomes and identifying lessons for future work.

Module 6: Leadership Styles and Setting Direction

• Why different people and situations may require different leadership approaches.
• The principal features of at least two recognised leadership styles.
• Advantages and limitations of different styles.
• Factors affecting the choice of leadership style, including:
  • The urgency, complexity and risk associated with the task.
  • The competence and experience of team members.
  • Individual confidence and motivation.
  • The level of direction or support required.
  • Time and resource constraints.
  • Changes in the working environment.
• Applying a range of leadership styles to workplace situations.
• Setting a clear direction for the team.
• Explaining what must be achieved and why it is important.
• Communicating objectives, priorities and standards.
• Selecting an appropriate communication method.
• Encouraging questions and checking understanding.
• Maintaining direction when circumstances change.

Module 7: Motivating, Empowering and Developing the Team

• The relationship between motivation, engagement and performance.
• Recognising that different people may be motivated by different factors.
• Providing clear and achievable objectives.
• Recognising effort and good performance.
• Providing constructive feedback.
• Involving team members in appropriate decisions.
• Encouraging people to contribute ideas.
• Delegating responsibility appropriately.
• Providing sufficient authority to complete delegated activities.
• Supporting team members without unnecessarily controlling their work.
• Building confidence, competence, ownership and accountability.
• Removing or escalating barriers that prevent effective performance.

Personal leadership development

• Reflecting on personal leadership and management performance.
• Identifying strengths relevant to the supervisory role.
• Gathering and considering feedback.
• Identifying at least two areas in which personal leadership could improve.
• Placing each development need within a clear workplace context.
• Prioritising development needs according to their importance and likely effect.
• Identifying suitable development activities and sources of support.
• Optional preparation of a personal development action plan.

Day 2: Quality Management and Health and Safety

Module 8: Quality Management in Construction

• The meaning and purpose of quality management.
• The role of quality management within construction site management.
• Understanding project, specification and customer requirements.
• Establishing and communicating quality objectives and standards.
• Planning how quality requirements will be achieved.
• Monitoring work against specifications and agreed requirements.
• Checking materials, processes, workmanship and completed work.
• Identifying and recording defects or non-conformities.
• Taking corrective action.
• Identifying causes and preventing recurrence.
• Reviewing quality performance and supporting continual improvement.
• The site supervisor’s role within organisational quality-management arrangements.

Quality-management practices

• Quality planning.
• Quality assurance.
• Quality control.
• Inspection and testing.
• Managing defects and non-conforming work.
• Corrective and preventive action.
• Document control and traceability.
• Reviewing completed work and sharing lessons learned.

Module 9: The Cost of Quality, Customer Standards and Records

The cost of quality

• What is meant by the cost of quality.
• Costs associated with preventing quality problems.
• Costs associated with inspection and checking.
• Internal costs arising when work fails to meet requirements.
• External costs arising after work has been handed over.
• Examples such as waste, rework, delays, additional labour, retesting, complaints and reputational damage.
• The relationship between quality, safety, productivity and project cost.
• How appropriate planning and prevention can reduce the overall cost of poor quality.

Internal and external customers

• The meaning of internal and external customers within construction.
• Identifying relevant internal customers, such as other teams, trades or departments.
• Identifying relevant external customers, such as clients, principal contractors or end users.
• Selecting one appropriate quality standard for an internal customer.
• Selecting one appropriate quality standard for an external customer.
• Explaining why each standard is applicable to the customer concerned.
• Communicating customer and quality requirements to the team.
• Responding when requirements have not been met.

Quality records

• The purpose and value of quality records.
• Examples of project quality records.
• Completing information accurately, clearly and at the appropriate time.
• Maintaining document control and using the correct version.
• Ensuring that records are traceable.
• Storing and retrieving physical and digital records.
• Protecting confidential or restricted information.
• Retaining records in accordance with organisational requirements.
• The supervisor’s role in completing, checking and maintaining quality records.

Module 10: Health-and-Safety Legislation and Organisational Policy

• The legal and organisational framework for construction health and safety.
• Identifying current legislation and industry regulations relevant to the responsibilities of a site supervisor or team leader.
• The respective responsibilities of employers, managers, supervisors and employees.
• The importance of maintaining current knowledge.
• Recognising when competent or specialist advice is required.
• The possible consequences of failing to meet legal or organisational requirements.

Organisational health-and-safety policy

• The purpose and structure of an organisational health-and-safety policy.
• The organisation’s statement of intent.
• Responsibilities allocated within the organisational structure.
• Arrangements for implementing the policy.
• Examining how an organisational policy or procedure relates to one specific item of legislation or regulation.
• Applying policy requirements to site activities.
• Communicating relevant organisational procedures.
• Monitoring compliance and reporting concerns.

Module 11: Risk Assessments and Method Statements

• The meaning of hazard and risk.
• The purpose of risk assessment.
• The principal features of a suitable and sufficient risk assessment.
• Identifying hazards associated with work activities.
• Identifying who may be harmed and how.
• Considering routine and non-routine activities.
• Evaluating likelihood and potential severity.
• Identifying existing control measures.
• Determining whether further controls are required.
• Applying an appropriate hierarchy of control.
• Recording significant findings.
• Communicating findings to affected people.
• Implementing, monitoring and reviewing control measures.
• Reviewing an assessment following change, an incident or new information.
• The role of the site supervisor in conducting, implementing or supporting risk assessments.

Risk assessments and method statements

• The purpose of a risk assessment.
• The purpose of a method statement.
• How a risk assessment identifies hazards, evaluates risks and specifies controls.
• How a method statement describes the sequence and method by which work will be completed.
• How risk assessments and method statements work together.
• Communicating the agreed safe system of work.
• Checking that team members understand the requirements.
• Responding when work activities or site conditions change.

Module 12: Communicating, Monitoring and Recording Health and Safety

Ensuring that the team is aware of requirements

• Identifying the health-and-safety information the team needs.
• Selecting appropriate methods of communication.
• Using inductions, toolbox talks, briefings, instructions, demonstrations and visual information.
• Explaining risk assessments, method statements and emergency arrangements.
• Using language and terminology appropriate to the audience.
• Considering literacy, language and additional communication needs.
• Encouraging questions and checking understanding.
• Reinforcing requirements when conditions or activities change.
• Recording communication, attendance or participation where required.

Monitoring health and safety

• Why workplace conditions and behaviour must be monitored.
• Proactive and reactive monitoring.
• Workplace inspections and observations.
• Checking that control measures are present and effective.
• Monitoring compliance with agreed working methods.
• Identifying unsafe acts and conditions.
• Challenging unsafe behaviour.
• Responding to hazards, incidents and near misses.
• Tracking corrective actions.
• Identifying recurring problems and trends.
• Recognising when work should be stopped or concerns escalated.
• Using monitoring results to improve future performance.

Maintaining accurate records

• Why health-and-safety records are required.
• Demonstrating compliance with legal and organisational requirements.
• Supporting communication, investigation and follow-up.
• Examples of records maintained within construction.
• Ensuring that information is timely, accurate, factual and objective.
• Protecting personal and confidential information.
• Following document-control, storage and retention requirements.
• The supervisor’s role in completing, checking and maintaining records.

Module 13: Integrated Construction Management Scenario

Participants will consider a construction-based scenario requiring them to:

• Identify the relevant responsibilities of the site supervisor or team leader.
• Balance safety, quality and productivity requirements.
• Identify appropriate standards of workplace behaviour.
• Explain how a poor-performance or behavioural concern should be managed.
• Distinguish between the leadership and management actions required.
• Select and justify an appropriate leadership approach.
• Set direction and communicate team objectives.
• Recommend appropriate methods of motivating and empowering the team.
• Identify potential quality problems and associated costs.
• Identify relevant internal and external customer standards.
• Review the relevant health-and-safety requirements.
• Distinguish between the risk assessment and method statement requirements.
• Recommend suitable communication, monitoring and record-keeping arrangements.

Module 14: Course Review and Assessment

• Review of the four CITB learning outcomes.
• Review of the 21 assessment areas.
• Application of the course principles to delegates’ workplace roles.
• Identification and prioritisation of at least two personal leadership-development areas.
• Final questions and preparation for the formal assessment.
• Completion of the end-of-course assessment.

Course Assessment

Delegates must complete a formal 21-question end-of-course assessment covering all four learning outcomes and their associated assessment criteria.

The assessment covers:

• The safety, quality, productivity and behavioural responsibilities of the site supervisor or team leader.
• The supervisor’s role within organisational procedures concerning poor performance or inappropriate behaviour.
• Leadership and management practices and their relationship.
• The achievement of team objectives and outcomes.
• Leadership styles, setting direction, motivation and empowerment.
• Personal leadership development.
• Quality-management practices.
• The cost of quality.
• Internal and external customer standards.
• Quality record keeping.
• Current health-and-safety legislation and industry regulations.
• Organisational health-and-safety policy.
• Risk assessments and method statements.
• Communicating health-and-safety requirements.
• Monitoring health-and-safety performance and maintaining accurate records.

Delegates must achieve a minimum score of 80% to pass.

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