EFFECTIVE LEADERSHIP OF CONTINGENT ENGINEERING WORKERS

摘要

Approximately 30-40% of workers in the USA are employed on a contingent basis (i.e. independent contractors, temporary employees, freelancers), including substantial numbers of engineering professionals. Engineering managers who utilize contingent engineering workers do not have any formal, legal supervisor-employee hierarchical relationship with them. However, engineering managers often assume a leadership role in making work assignments, directing activities, evaluating work product and obtaining the best performance from the contingent workers. How can engineering managers best provide effective leadership to contingent engineering workers without incurring undesirable risk? What should engineering managers consider in selecting optimal leadership approaches and tactics for the contingent engineering workforce? The author discusses an extensive body of existing research in presentation of the literature review and new, primary research drawn from surveys of North American engineering professionals is introduced. Distinctions are drawn between effective leadership practices for regular employees and contingent workers.