СНИЖЕНИЕ РИСКОВ НА СТРОИТЕЛЬНОМ ПРЕДПРИЯТИИ ПРИ СТРАТЕГИЧЕСКОМ ЛИДЕРСТВЕ РУКОВОДСТВА

• Main Author: Victoria G. Borkovskaya
• Format: Article
• Language: English
• Published: Moscow State University of Civil Engineering (MGSU) 2018-11-01
• Series: Vestnik MGSU
• Subjects: leadership in construction; SWOT analysis; strategic planning in construction; PAEI model; project management in construction; risk reduction;
• Online Access: http://vestnikmgsu.ru/index.php/en/archive/article/download/4581
• ISSN: 1997-0935; 2304-6600

troduction. Discusses the issues of risk reduction with strategic leadership in construction area. We focus on leadership strategy in construction from the perspective of reducing risks (environmental, occupational, enterprises and so on) and costs. In strategic management, one of the general strategies of building enterprise goals is aimed at creating competitive advantages. Using a cost leadership strategy in construction, the company focuses on a wide market and produces large quantities of goods, minimizing costs and offering low prices. Subject of research business leaders in construction, top managers, department heads, with characteristic signs of a leader. Materials and methods. When analyzing the questions posed, methods of system analysis, modeling and synthesis were used. Results. Leadership in construction can develop a strategy to reduce risk and improve processes to also result in minimizing costs. The strategy for reducing risk is to carry out activities that reduce either the probability or the damage, or both, from medium to low, from high to medium or low. It was revealed that in order to achieve high results of the economic and corporate activities of an organization, one cannot hope only for a happy coincidence of circumstances. One of the most important conditions for the successful development of any construction company is the interested personnel and quality of leadership. Each success in construction is the result of the well-coordinated and painstaking work of the whole team, as a single mechanism. The smooth functioning of such a mechanism is ensured by the team, which is formed by the leader. In the context of globalization of markets, it is not enough for the head of an organization to be a leader, in the traditional sense. A modern leader in construction must be an ideologue, strategist and technologist in one person. The presence of a complex of three qualities is a strategic leadership. Conclusion. It is determined that strategic leadership in construction is not a fashionable tendency of the denomination of classical leadership, but an inherent need for long-term planning of the organization’s activities. One of the main consequences of strategic leadership in construction is the reduction of enterprise risks to facilitate and maybe guarantee the success of a construction company.