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Leadership practices and communication framework for project success – The construction sector

Author

Listed:
  • Rehan Ashok

    (School of Survey and Built Environment, University of Southern Queensland, Toowoomba, Australia)

  • Thorpe David

    (Engineering and Construction Management, School of Survey and Built Environment, University of Southern Queensland, Toowoomba, Australia)

  • Heravi Amirhossein

    (Director of Construction programs, School of Surveying and Built Environment, University of Southern Queensland, Queensland, Toowoomba, Australia)

Abstract

Globalisation has brought complexity to construction project management, with challenges like design complexity, evolving stakeholder expectations, and disruptions from the COVID-19 pandemic leading to uncertainties such as cash flow disruptions, schedule delays, and health-related issues. Despite modern management techniques, many project-based organisations face cost overruns, schedule delays, and client dissatisfaction. A literature review emphasises the importance of leadership and communication practices, trust development, collaboration, stakeholder management, and relationship and conflict management in addressing these challenges. This study aims to provide insights into the relationship mechanisms between leadership practices, communication, and project success, introducing a novel framework that encourages practitioners to adopt innovative behavioural practices, helping bridge the gap for empirical evidence-based studies. The methodology involves responses collected randomly from experienced project professionals, employing exploratory factors/multivariate regression to identify five key success factors: effective communication, relationship management, leading by example, self-management, and interpersonal sensitivity, along with 18 contributing behaviour practices that will help address challenges experienced in the Australian construction industry: delays and inefficiencies, supply chain management, communication barriers with multicultural workforce and safety protocols implementation, regulatory and safety compliance, infrastructure demands, skills shortages, sustainability, and new technology adoption. The study identifies high-to-moderate levels of interpersonal and emotional behavioural practices, advocating for people-oriented and relationship-building practices to enhance project success, contributing to improved outcomes by adopting our developed framework. Twofold implications include (1) categorising leadership dimensions into clusters, providing a practical tool for project managers and (2) the key success factors tailored to address sector-specific challenges, enhancing project outcomes.

Suggested Citation

  • Rehan Ashok & Thorpe David & Heravi Amirhossein, 2024. "Leadership practices and communication framework for project success – The construction sector," Organization, Technology and Management in Construction, Sciendo, vol. 16(1), pages 204-223.
    • Handle: RePEc:vrs:otamic:v:16:y:2024:i:1:p:204-223:n:1016
    DOI: 10.2478/otmcj-2024-0016
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    References listed on IDEAS

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    2. Martin Grill & Kent Nielsen & Regine Grytnes & Anders Pousette & Marianne Törner, 2019. "The leadership practices of construction site managers and their influence on occupational safety: an observational study of transformational and passive/avoidant leadership," Construction Management and Economics, Taylor & Francis Journals, vol. 37(5), pages 278-293, May.
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