Abstract
Team leaders require enthusiasm and commitment from their team members to enable them to be agile, adaptable and responsive. This paper uses results from a longitudinal study of a successful building construction project delivered using a project alliancing approach. Results presented use a model pioneered by the US academic Peter Senge. This helps explain the system dynamics that generated the necessary enthusiasm and commitment to support collaboration and co‐operation within and between project teams. It became clear that enthusiasm and commitment can be achieved on construction projects provided that a collaborative and co‐operative workplace environment is carefully nurtured and crafted, which not only supports drivers for enthusiasm and commitment, but also addresses barriers that inhibit those values. Experience gained from studying the exemplar project illustrated in this paper provides the basis for a model of how to create and maintain the necessary workplace environment.
Published Version
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