Critical challenges

All ArPMs have four main duties: leading, organizing, controlling, and supervising. Each function plays an essential role during the construction project. Indeed, ArPMs have to consider all steps from the design stage till the demolition. In the planning stage, they must act as a forecaster in order to predict and provide the following requirements: (i) establish aims and goals, (ii) organize activities to achieve goals, and (iii) monitor budget and time. Secondary skills are the organization of resources such as time, cost, manpower, and machinery and equipment to effectively approach the project aims. Another responsibility of the ArPMs is project control. Control processes measure progress against goals and evaluation activities and when to take corrective action. This skill ensures managers that all parts of the project are completed according to the contract, design, drawing, specification, and details of the architect. Finally, in the supervision step, all of the activities must be supervised during the project to prevent any defects in construction.

I realized that part of the answer was to re-examine the role of work in my life. I re-read a book that was very influential when starting my career and that I regularly have given to students who have interned with me over my career, Dan Miller’s “48 Days To The Work You Love” . A key takeaway on my second time through this book was the difference between having a job and a calling. Miller writes: “A job should not define who or what you are. You should be able to leave today and it not change the overall purpose or direction of your life. Your calling is a much larger concept than what you do daily to create income. Work opportunities can come and go—the direction of your life should remain constant.” What is my calling in life?

What kind of leaders will the world need over the next thirty-five years? How will our knowledge of leadership, leadership development, and leadership education change? Leadership 2050 examines the issues, drivers, and contexts that will most likely influence leaders and followers over the next thirty-five years. There are very few certainties about the future-one of those is that thirty-five years from now, in 2050, the world will be very different than it is right now. Change is inevitable. The second certainty is that any prognostication today, particularly about leadership in 2050, is going to be inaccurate and incomplete. However, this book is not about predicting leadership in 2050. Rather, it is about exploring and discussing integrated solutions to address the complex, adaptive challenges we will face as a global population. The many authors of this book have embraced the notion that people make up the future and focus on many of the elements that are likely to remain constant regardless of change. Elements like the importance of emotions, creativity, communication, social justice, adapting, context, and time, all of which impact leaders and followers today are likely to have an impact into the distant future. The book begins with a section delving into foresight analysis, strategic foresight, and scenario planning. It then examines the pressing contexts and most wicked problems facing future leaders ranging from population growth and urbanization to climate change and resource competition. How can leaders create common cause and meet these issues with an eye toward peace, sustainability, and social justice? The book concludes with a series of unique ways of viewing the critical challenges facing leaders and suggests how skillsets and capacities needed to work on solutions to these challenges might be developed. Leadership 2050 helps us think at once about the demands our world is likely to face in the next thirty-five years and the leadership our communities and organizations will need to both survive those challenges and thrive. About the Series

Critical challenges

critical challenges


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