Beyond the Blueprint: Navigating the Role of Leadership in Complex Construction Project Delivery
Keywords:
Construction Leadership, Transformational Leadership, Project Management, Emotional Intelligence, Building Information Modeling (BIM), MegaprojectsAbstract
Purpose: This paper aims to explore the multifaceted role of leadership in determining the success of complex construction projects. It synthesizes a select body of academic literature to analyze how specific leadership styles, soft skills, and technological proficiencies influence key project outcomes.
Methodology: A qualitative narrative synthesis was conducted based on 12 authoritative sources, including academic journals and industry reports. The study analyzes documented case studies of both project success (London 2012 Olympics) and failure (Boston Big Dig) to illustrate the practical implications of leadership theory.
Findings: The findings suggest that no single leadership style is universally effective. Instead, a hybrid approach that integrates the inspirational, team-oriented qualities of transformational leadership with the structured, goal-driven aspects of transactional management is most impactful. Soft skills like emotional intelligence were found to be critical for fostering team cohesion and resolving conflict, particularly in multicultural environments. The rise of digital tools like Building Information Modeling (BIM) is also reshaping leadership by enabling more data-informed decision-making.
Originality/Value: This paper provides a conceptual framework that bridges the gap between traditional leadership theory and the unique demands of the modern construction industry. It offers a new perspective on how future construction leaders must cultivate a blend of human-centric skills and technological expertise to navigate the challenges of the 21st century.
References
Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science: The Official Journal of the International Federation for Systems Research1, 26(1), 81-98. https://onlinelibrary.wiley.com/doi/pdfdirect/10.1002/sres.932
Deloitte. (2012). Lessons from London 2012 Pushing the boundaries of programme leadership GO I. https://www2.deloitte.com/content/dam/Deloitte/global/Documents/gx-icp-lessons-from-london-2012.pdf
Eyiah, A. K., Bondinuba, F. K., Adu-Gyamfi, L., & Liphadzi, M. (2025). Promoting Effective Management of Cultural Diversity in Multinational Construction Project Teams. Buildings, 15(5), 659. https://www.mdpi.com/2075-5309/15/5/659
Greiman, V. A. (2013). Megaproject management: Lessons on risk and project management from the Big Dig. John Wiley & Sons. https://rb.gy/n3vifc
Han, H., Ma, F., & Liu, X. (2024). Transformational leadership and project success: the serial meditating roles of team flexibility and team agility. Frontiers in Built Environment, 9, 1334413. https://www.frontiersin.org/articles/10.3389/fbuil.2023.1334413/pdf
Lockstone-Binney, L., Holmes, K., Shipway, R., & Smith, K. A. (2016). Evaluating the volunteering infrastructure legacy of the Olympic Games: Sydney 2000 and London 2012. Final Report. https://rb.gy/z4sg12
Northouse, P. G. (2025). Leadership: Theory and Practice. Sage publications. https://amberton.edu/wp-content/uploads/2023/10/HRT6570_E1_Winter2024.pdf
Wajidi, M. A. (2024). Human Capital Turnover in the Construction Industry: A Review with Focus on Archies Construction Pvt. Ltd. International Journal of Social Science & Entrepreneurship, 4(3), 165-184. https://ijsse.salmaedusociety.com/index.php/ijsse/article/download/308/232
Walker, A. (2015). Project management in construction. John Wiley & Sons. https://www.academia.edu/download/30240880/table_of_contents_3760.pdf
Wong, J. K., Zhou, J. X., & Chan, A. P. (2018). Exploring the linkages between the adoption of BIM and design error reduction. Building information systems in the construction industry, 113. https://www.witpress.com/Secure/ejournals/papers/SDP130110f.pdf
Toor, S., & Ofori, G. (2008). Leadership versus management: How they are different, and why. Leadership and Management in Engineering, 8(2), 61–71. https://doi.org/10.1061/(ASCE)1532-6748(2008)8:2(61
Zuo, J., Zhao, Z. Y., Nguyen, Q. B., Ma, T., & Gao, S. (2018). Soft skills of construction project management professionals and project success factors: A structural equation model. Engineering, Construction and Architectural Management, 25(3), 425–442. https://doi.org/10.1108/ECAM-05-2016-0106
Downloads
Published
How to Cite
Issue
Section
License
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain the copyright of their articles published in this journal. All articles are licensed under the Creative Commons Attribution 4.0 International License (CC BY 4.0). This license permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are properly cited.