ABSTRACT
The role and performance of the senior decision-makers in the client organisation is probably the single most important factor in determining whether or not large construction projects are successful. The way projects are structured can make a significant difference to whether an atmosphere of leadership or management can prevail. For the most complex projects to be successful there is a need for a fair measure of inspirational leadership. Really good leadership is clear thinking on the art of the possible, but also generous in giving space and credit to those that make it happen. Historical perspective is interesting to note that the significance of the client relationship with other stakeholders in the construction process has long been recognised as a critical factor for success. In this context the idea of providing guidelines for clients can be traced back at least 250 years, to the beginning of modern civil engineering.
