ABSTRACT
Construction industry organizations continue to change at a rapid pace. Influences such as globalization, evolving delivery mechanisms, and changing organizational structures require business decisions that challenge the traditional transactional focus of the industry. One increasingly important issue facing the industry is that of leader preparedness. Recent publications by the National Academy of Engineering and the American Society of Civil Engineers document the significance of leadership development to the industry. While certainly not a new phenomenon, there continues to be a shortage of leadership training within the US construction industry. Only 10 percent of companies provide any leadership development (Skipper and Bell 2006; Bogus 2006).
