The Strategy of Management Тraining in the Construction Engineering

Moscow State University of Civil Engineering, Yaroslavskoe shosse, 26, Moscow, 129337, Russia

^* Corresponding author: geleda@ya.ru

Abstract

The operating efficiency of leaders in the construction industry is largely determined by the level of formation of managerial skills. Along with this, it is stated that the process of formation and development of managerial skills for leaders in the construction engineering is attended by a number of difficulties and frequently doesn’t make it past the threshold. This paper formulates a new approach in the formation of managerial skills of leaders in the construction engineering. The cross-sectoral assessment of managerial skills featuring the heads of the construction engineering and other industries, such as energy, metallurgy, showed low-performing managerial skills for the heads of the construction industry. The reasons of the formation of low-performing managerial skills in this article are referred to as peculiar features of organizational behavior in the construction engineering, in particular an imminent regression in the leader-follower system. Based on the results of the research conducted, the similarity of issues in regard to managerial skills in these areas is inherent in key differences in the formulation of priorities of corporate competencies.