The objective in this paper is to investigate whether a key element of the professional tradition—the role of the architect as agent of the building entrepreneur—continues to be an appropriate means for enhancing the design capability and authority of architects in the newer, more participative forms of project organization. The functions comprising the leadership role of the architect in these organizations are reviewed and it is shown that they have become not only more complex but also more overlapped in time when compared with the situation existing in the long-standing rigidly sequential form of project organization known as “the system “. A review of leadership in participative social systems—using a functions approach —reveals that there is considerable reluctance on the part of members of such systems to placing both design and management functions in the hands of one individual. The reasons behind this resistance are studied and found to be associated with the contradictory nature of the behaviou...
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