Leadership and Management Practice in Construction Course

Standard: CITB Short Duration Standard GET3256

Duration: 2 Days

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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 role and responsibilities of a site supervisor or team leader.
• Explain how supervisors and team leaders contribute to health and safety on site.
• Describe their responsibilities for ensuring that quality requirements are met.
• Explain how supervisors and team leaders contribute to the achievement of productivity targets.
• Promote appropriate workplace behaviour that supports project and work plans.
• Explain the supervisor’s role within organisational procedures relating to poor performance or inappropriate behaviour.
• Distinguish between leadership and management.
• Explain why a site supervisor or team leader needs to act as both a leader and a manager.
• Apply management practices to achieve team objectives and outcomes.
• Describe the principal features of different leadership styles.
• Select and apply an appropriate leadership style for different workplace situations.
• Set direction and communicate expectations clearly to others.
• Motivate and empower team members.
• Identify and prioritise areas for personal leadership development.
• Describe the role of quality management in construction site management.
• Explain the meaning and potential cost of quality.
• Identify appropriate quality standards for internal and external customers.
• Describe the record-keeping processes needed to maintain quality.
• Identify current health and safety legislation and industry regulations relevant to the supervisory role.
• Explain how organisational health and safety policies relate to site activities.
• Describe the principal features of a suitable and sufficient risk assessment.
• Explain the difference between a risk assessment and a method statement.
• Communicate health and safety requirements effectively to the team.
• Monitor health and safety performance and maintain accurate records.

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Course Content

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Day 1: Supervisory Responsibilities, Leadership and Team Performance

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Module 1: Introduction and Course Objectives

• Course aims, learning outcomes and assessment requirements.
• The role of leadership and management within construction.
• The responsibilities of practising and potential site supervisors and team leaders.
• The relationship between effective supervision and the successful delivery of project and work plans.
• Understanding the advanced nature of the course content.
• Identifying personal expectations and workplace development priorities.

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Module 2: The Role of the Site Supervisor or Team Leader

• The position of the site supervisor or team leader within the organisation.
• Acting as a link between managers and the workforce.
• Translating organisational and project requirements into workplace activities.
• Communicating objectives, priorities and standards.
• Planning and coordinating people, tasks and resources.
• Allocating work appropriately.
• Monitoring progress against project or work plans.
• Supporting employees and resolving day-to-day operational issues.
• Leading by example.
• Maintaining professional standards of conduct.
• Working within the limits of personal authority.
• Recognising when matters need to be referred to a manager or specialist department.

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Module 3: Responsibilities for Health and Safety

• The supervisor’s contribution to a positive health and safety culture.
• Communicating site rules and safe working requirements.
• Confirming that employees understand relevant hazards and controls.
• Ensuring that suitable information, instruction and training are provided.
• Monitoring working practices.
• Challenging unsafe behaviour.
• Responding to changing site conditions.
• Reporting hazards, incidents and concerns.
• Supporting the implementation of risk assessments and method statements.
• Maintaining appropriate health and safety records.
• Escalating serious or unresolved concerns.
• Leading by example through personal behaviour and decision-making.

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Module 4: Responsibilities for Quality

• The meaning of quality within a construction environment.
• Understanding project specifications and quality requirements.
• Communicating required standards to team members.
• Confirming that employees have the information and resources needed to meet quality requirements.
• Monitoring the quality of materials, work and completed outputs.
• Identifying defects, errors and non-conforming work.
• Taking appropriate corrective action.
• Preventing recurring quality problems.
• Maintaining accurate inspection and quality records.
• Encouraging team members to take responsibility for the quality of their work.
• Balancing quality requirements with time and cost pressures.

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Module 5: Responsibilities for Productivity

• Understanding productivity within a construction environment.
• Communicating team objectives and productivity targets.
• Planning work and allocating resources effectively.
• Ensuring that employees understand their individual responsibilities.
• Monitoring progress against agreed targets.
• Identifying delays, barriers and resource constraints.
• Taking corrective action when progress falls behind plan.
• Coordinating activities with other teams and contractors.
• Reducing avoidable downtime, errors and rework.
• Maintaining productivity without compromising safety or quality.
• Providing support and guidance to improve individual performance.
• Reporting progress and emerging concerns accurately.

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Module 6: Workplace Behaviour and Team Standards

• The effect of individual behaviour on team and site performance.
• Establishing clear standards of workplace conduct.
• Demonstrating appropriate behaviour as a leader.
• Promoting respect, fairness and professionalism.
• Encouraging cooperation between individuals and teams.
• Addressing inappropriate language or behaviour.
• Supporting an inclusive working environment.
• Recognising behaviours that may affect safety, quality or productivity.
• Intervening promptly when behavioural standards are not met.
• Maintaining team morale during periods of pressure or change.
• Linking workplace behaviour to the achievement of project and work plans.

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Module 7: Managing Poor Performance and Behaviour

• Recognising signs of poor performance.
• Distinguishing between capability, conduct and resource-related problems.
• Identifying possible causes of poor performance.
• Establishing the facts before taking action.
• Addressing minor concerns promptly and informally where appropriate.
• Providing clear and evidence-based feedback.
• Agreeing improvement actions and review arrangements.
• Recognising when formal procedures may be required.
• Understanding the supervisor’s role within organisational procedures.
• Following performance, capability and disciplinary policies.
• Maintaining confidentiality.
• Keeping accurate records of discussions and agreed actions.
• Recognising the limits of personal authority.
• Seeking support from a manager or human resources when necessary.

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Module 8: Leadership and Management

• Defining leadership.
• Defining management.
• Understanding the differences between leading and managing.
• Areas in which leadership and management overlap.
• Why site supervisors and team leaders need both sets of skills.
• Management practices including:
  • Planning.
  • Organising.
  • Coordinating.
  • Monitoring.
  • Controlling resources.
  • Measuring results.
• Leadership practices including:
  • Setting direction.
  • Communicating purpose.
  • Motivating people.
  • Building trust.
  • Influencing behaviour.
  • Supporting change.
• Balancing task achievement with the needs of the team.
• Applying leadership and management practices to construction-based situations.

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Module 9: Managing Team Objectives and Outcomes

• Translating project requirements into team objectives.
• Establishing clear and measurable outcomes.
• Clarifying individual roles and responsibilities.
• Prioritising team activities.
• Allocating tasks according to competence, experience and workload.
• Providing suitable resources and information.
• Monitoring progress.
• Identifying potential problems before they affect delivery.
• Responding to changes in priorities or site conditions.
• Maintaining communication with managers and other teams.
• Reviewing results against agreed objectives.
• Learning from completed activities.
• Recognising individual and team contributions.

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Module 10: Understanding Leadership Styles

• The purpose of leadership styles.
• Recognising that no single style is appropriate for every situation.
• Principal features of directive leadership.
• Principal features of supportive or participative leadership.
• Other leadership approaches that may be used in the workplace.
• Advantages and limitations of different styles.
• Factors that influence the choice of leadership style, including:
  • The urgency and complexity of the task.
  • Health and safety considerations.
  • The competence and experience of team members.
  • Individual confidence and motivation.
  • The level of risk.
  • The time and resources available.
  • Changes to the project or working environment.
• Adapting leadership behaviour to different people and situations.
• Applying leadership styles to realistic construction scenarios.

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Module 11: Setting Direction

• The importance of providing clear direction.
• Understanding organisational, project and team objectives.
• Converting objectives into clear workplace instructions.
• Explaining what needs to be achieved and why it matters.
• Setting priorities.
• Establishing appropriate standards.
• Confirming roles and responsibilities.
• Selecting the most appropriate communication method.
• Encouraging questions and checking understanding.
• Maintaining direction when plans or conditions change.
• Providing regular progress updates.
• Ensuring that individual activities remain aligned with the wider project plan.

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Module 12: Motivating and Empowering the Team

• Understanding motivation in the workplace.
• Recognising that individuals may be motivated by different factors.
• The relationship between motivation, engagement and performance.
• Providing clear and achievable objectives.
• Recognising effort and good performance.
• Giving constructive feedback.
• Involving team members in relevant decisions.
• Providing opportunities to contribute ideas.
• Delegating responsibility appropriately.
• Giving team members sufficient authority to complete delegated tasks.
• Providing support without unnecessarily controlling activity.
• Building confidence and competence.
• Encouraging ownership and accountability.
• Removing barriers that prevent effective performance.
• Maintaining motivation during demanding periods.

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Module 13: Personal Leadership Development

• Reviewing personal leadership and management performance.
• Identifying strengths that support the supervisory role.
• Recognising areas that require improvement.
• Gathering feedback from managers, colleagues and team members.
• Comparing personal performance with organisational expectations.
• Prioritising at least two areas for development.
• Linking development needs to a clear workplace context.
• Establishing suitable development objectives.
• Identifying practical development activities, including:
  • Coaching.
  • Mentoring.
  • Formal training.
  • Workplace observation.
  • Reflective practice.
  • Increased responsibility.
  • Regular performance feedback.
• Establishing resources, support and timescales.
• Producing a personal leadership development action plan.

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Day 2: Quality Management and Health and Safety

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Module 14: Understanding Quality Management

• Defining quality management.
• The purpose of quality management in construction.
• Understanding customer and project requirements.
• Establishing quality objectives and standards.
• Planning how quality requirements will be achieved.
• Communicating standards to the workforce.
• Monitoring work against specifications and agreed requirements.
• Inspecting materials, processes and completed work.
• Identifying and recording non-conformities.
• Taking corrective and preventive action.
• Reviewing quality performance.
• Encouraging continual improvement.
• Understanding the supervisor’s role within the organisation’s quality management arrangements.

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Module 15: Quality Management Practices

• Quality planning.
• Quality assurance.
• Quality control.
• Inspection and testing.
• Checking materials and workmanship.
• Monitoring compliance with specifications.
• Managing defects and non-conforming work.
• Investigating the causes of quality problems.
• Correcting problems and preventing recurrence.
• Communicating quality information.
• Coordinating quality activities with other teams and contractors.
• Maintaining traceability.
• Reviewing completed work.
• Sharing lessons learned.
• Supporting a culture in which quality is everyone’s responsibility.

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Module 16: The Cost of Quality

• Understanding what is meant by the cost of quality.
• Costs associated with preventing defects and errors.
• Costs associated with checking and assessing quality.
• Internal costs arising when work does not meet requirements.
• External costs arising after work has been handed over.
• Examples of quality-related costs, including:
  • Rework.
  • Wasted materials.
  • Delays.
  • Additional labour.
  • Retesting and reinspection.
  • Customer complaints.
  • Contractual penalties.
  • Damage to reputation.
• The relationship between quality, safety and productivity.
• Why investing in prevention can reduce overall project costs.
• Identifying practical ways in which supervisors can reduce the cost of poor quality.

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Module 17: Internal and External Customers

• Understanding the meaning of a customer within quality management.
• Identifying internal customers, such as:
  • Other trades.
  • Other site teams.
  • Managers and departments.
  • Employees who rely on completed work or information.
• Identifying external customers, such as:
  • Clients.
  • Principal contractors.
  • End users.
  • Purchasers or occupants.
  • Regulators and other stakeholders.
• Understanding the requirements of internal and external customers.
• Selecting a relevant quality standard for an internal customer.
• Selecting a relevant quality standard for an external customer.
• Explaining why each standard is applicable.
• Communicating customer requirements to the team.
• Managing conflicting customer expectations.
• Monitoring whether requirements have been met.
• Responding appropriately when standards are not achieved.

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Module 18: Quality Records

• The purpose of quality records.
• The importance of accurate and complete information.
• Records that may be maintained on a construction project, including:
  • Inspection records.
  • Test results.
  • Checklists.
  • Delivery and material records.
  • Certificates.
  • Drawings and specifications.
  • Photographic evidence.
  • Defect and non-conformance reports.
  • Corrective action records.
  • Handover information.
• Completing records at the appropriate time.
• Ensuring that information is legible, accurate and traceable.
• Following document-control procedures.
• Managing different versions of documents.
• Storing physical and digital records securely.
• Restricting access where necessary.
• Retrieving records when required.
• Retaining and disposing of records in accordance with organisational requirements.
• The supervisor’s responsibilities for quality record keeping.

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Module 19: Health and Safety Legislation and Industry Regulations

• The legal and organisational framework for health and safety.
• Identifying current legislation relevant to site supervisors and team leaders.
• Understanding applicable industry regulations, standards and guidance.
• The responsibilities of employers, managers, supervisors and employees.
• The supervisor’s responsibility to take reasonable care.
• Following organisational health and safety arrangements.
• Communicating legal and organisational requirements to the team.
• Ensuring that activities are adequately planned and supervised.
• Identifying when competent or specialist advice is required.
• Recognising the consequences of failing to meet health and safety requirements.
• Keeping personal knowledge of relevant requirements up to date.

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Module 20: Organisational Health and Safety Policies

• The purpose of a health and safety policy.
• Understanding the organisation’s statement of intent.
• Identifying responsibilities within the organisational structure.
• Understanding arrangements for implementing the policy.
• Relating organisational policy to a specific legal or regulatory requirement.
• Applying policy requirements to day-to-day site activities.
• Communicating relevant procedures to employees.
• Monitoring compliance.
• Reporting concerns and non-compliance.
• Reviewing working arrangements when circumstances change.
• Maintaining evidence that organisational requirements have been followed.

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Module 21: Risk Assessment

• The purpose of risk assessment.
• Understanding hazard and risk.
• Identifying who may be harmed and how.
• Recognising routine and non-routine activities.
• Considering employees, contractors, visitors and members of the public.
• Evaluating the likelihood and potential severity of harm.
• Identifying existing control measures.
• Applying an appropriate hierarchy of control.
• Deciding whether further precautions are required.
• Recording significant findings.
• Communicating the findings to affected employees.
• Implementing agreed controls.
• Monitoring whether controls remain effective.
• Reviewing the assessment following changes, incidents or new information.
• Understanding the supervisor’s role in conducting and implementing risk assessments.

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Module 22: Risk Assessments and Method Statements

• The purpose of a risk assessment.
• The purpose of a method statement.
• The difference between identifying and controlling risk and describing how work will be completed.
• How risk assessments and method statements work together.
• Translating identified control measures into a safe working method.
• Defining the sequence of work.
• Identifying required equipment, competence and resources.
• Including emergency and contingency arrangements.
• Communicating risk assessments and method statements to the team.
• Checking that employees understand the requirements.
• Monitoring whether the agreed method is being followed.
• Responding when site conditions or work activities change.
• Recording amendments and communicating revised arrangements.

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Module 23: Communicating Health and Safety Requirements

• Identifying the information that team members need.
• Selecting suitable communication methods.
• Delivering effective site inductions.
• Using toolbox talks and team briefings.
• Explaining risk assessments and method statements.
• Communicating emergency procedures.
• Providing clear instructions.
• Using appropriate language and terminology.
• Considering literacy, language and additional communication needs.
• Encouraging employees to ask questions.
• Checking understanding rather than assuming it.
• Using demonstrations and visual information where appropriate.
• Reinforcing requirements through regular communication.
• Recording attendance and participation where required.
• Responding to concerns raised by team members.

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Module 24: Monitoring Health and Safety

• The importance of monitoring workplace conditions and behaviour.
• Proactive and reactive monitoring.
• Conducting workplace inspections and observations.
• Checking that control measures are in place.
• Monitoring compliance with agreed working methods.
• Identifying unsafe acts and conditions.
• Challenging unsafe behaviour promptly and appropriately.
• Recording hazards and concerns.
• Investigating incidents and near misses.
• Tracking corrective actions.
• Confirming that actions have been completed.
• Reviewing patterns and recurring issues.
• Communicating findings to managers and the workforce.
• Using monitoring information to improve future performance.
• Recognising when activities should be stopped or escalated.

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Module 25: Health and Safety Records

• The reasons for maintaining accurate records.
• Demonstrating compliance with legal and organisational requirements.
• Supporting effective communication and follow-up.
• Records that may be maintained, including:
  • Risk assessments.
  • Method statements.
  • Induction and briefing records.
  • Training and competence records.
  • Inspection records.
  • Equipment checks.
  • Incident and near-miss reports.
  • Corrective action records.
  • Health and safety meeting notes.
• Completing records accurately and promptly.
• Ensuring that information is clear, factual and objective.
• Protecting confidential and personal information.
• Storing and retrieving records securely.
• Following retention and document-control requirements.
• The supervisor’s role in checking and maintaining records.

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Module 26: Integrated Construction Management Scenario

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

• Identify the site supervisor’s leadership and management responsibilities.
• Determine how safety, quality and productivity should be balanced.
• Identify appropriate standards of workplace behaviour.
• Select a suitable leadership style.
• Set direction and communicate team objectives.
• Identify techniques for motivating and empowering the team.
• Recognise potential quality issues and associated costs.
• Identify relevant internal and external customer requirements.
• Review health and safety risks and working arrangements.
• Determine what information and records should be maintained.
• Recommend appropriate supervisory actions.

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Module 27: Action Planning and Course Review

• Reviewing the responsibilities of a site supervisor or team leader.
• Confirming the relationship between leadership and management.
• Reviewing approaches to quality management.
• Confirming health and safety responsibilities.
• Applying the course learning to the participant’s own workplace.
• Identifying personal leadership strengths and development areas.
• Prioritising at least two areas for improvement.
• Producing a personal workplace action plan.
• Preparing for the end-of-course assessment.
• Final questions and course review.

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Course Assessment

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

The assessment includes questions relating to:

• The roles and responsibilities of the site supervisor or team leader.
• Safety, quality, productivity and workplace behaviour.
• Organisational procedures for managing poor performance or behaviour.
• Leadership and management practices.
• Leadership styles, setting direction, motivation and empowerment.
• Personal leadership development.
• Quality management practices and the cost of quality.
• Internal and external customer standards.
• Quality record keeping.
• Health and safety legislation, organisational policies and industry regulations.
• Risk assessments and method statements.
• Communicating and monitoring health and safety requirements.
• Maintaining accurate health and safety records.

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

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