The hypothesis of this paper is that the construction industry will not be able to significantly increase its value and move away from commoditization until it becomes efficient. Best business practices have identified increased management, the lack of performance measurements, and subjective decision making as obstacles to efficiency. The paper proposes that a leadership model is required to effectively increase construction and organizational efficiency. The paper also proposes that the developed leadership model, an information environment, and the project manager who uses performance information will impact construction performance with greater positive results and sustainability. The authors also propose that the number of leaders who represent construction clients and contractors is insufficient to sustain the developed structure. By using a Deming concept of process structure and stability to create an organizational and project framework that forces efficiency instead of depending on the "information worker" project manger, the benefits of a leadership model can be realized without the presence of the traditional leader figure. This will result in an increase in construction performance.