Chapter 1 Introduction to Leadership, Ethics, and Project Execution
PART 1 LEADERSHIP
Chapter 2 Introduction to Leadership
Chapter 3 Principles of Leadership
Chapter 4 Techniques for Construction Leaders
Chapter 5 Leadership and Management
Chapter 6 Some Highlights of Leadership
PART 2 ETHICS
Chapter 7 Personal Ethics
Chapter 8 Professional Ethics
Chapter 9 Business Conduct
Chapter 10 How to Make Better Ethical Decisions
Chapter 11 Leadership and Ethics
PART 3 PROJECT EXECUTION
Chapter 12 Project Delivery
Chapter 13 Aligned Project Delivery
Chapter 14 Leadership, Productivity, and Team Effectiveness
Chapter 15 Other Essential Elements of Project Execution
Chapter 16 Project Success
F.H. (Bud) Griffis, PhD, PE, (1938-2021) was Professor of Construction Engineering and Management at New York University’s Tandon School of Engineering and Professor Emeritus at Columbia University. He was also Executive Vice President in the firm of Robbins, Pope and Griffis Engineers, P.C. of New York (RPG).
Frederick B. Plummer, Jr., PhD, is an executive with over 37 years of experience in the offshore oil and gas industry. He is currently a writer, investor, and self-employed consultant.
Francis X. DarConte, PhD, RA, is a research professor and construction management faculty member at New York University’s Tandon School of Engineering. He is also a self-employed consultant with over 35 years of experience in the commercial building industry.
"The authors regard project management as ‘a people business,’ and their eloquent book offers vital lessons on how ethics and leadership are fundamental, inextricable parts of successful project management." –Joanne B. Ciulla, Director, Institute for Ethical Leadership, Rutgers Business School"This book provides an uncommon perspective, in that it spans both the academic and the industry realm. Too often, solely academic research, by its nature, is devoid of industry experienceThe research informing this innovative book is a prime example of solid academic and industry knowledge being coordinated and applied to optimize construction project teamwork. That team cohesion fills a major gap in current industry project delivery and will ultimately lead to a better project for the client and project team members." –Charles E. Jettmar, Managing Director, Capital Projects and Engineering, USTA Billie Jean King National Tennis Center"This book is unique, as it brings together the theory and reality of the construction process in a way no one else has. Construction management is like the weather–everyone talks about it but never does anything to change it. This book will change how you think about construction and defines what is really important for everyone on a project team. I find it exciting to see the concepts of our profession synthesized into a clear roadmap for project success." –John Shea, Chief Executive Officer for Facilities and Construction, New York City Department of Education
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