Taking a leadership effectiveness perspective in construction projects

Abstract

Background: Leadership effectiveness is desired by the participants of this study who are the leaders of a construction project in Nigeria. They are mandated to work in an entire process – [1] from conception to selling of residential houses. This has been a challenge to the organisation that comes from multiple challenges normally found in developing countries. Objective: A learning objective is sought for technical professionals that rely on single answer decision making to a multi-perspective solution consideration. At the centre of this perspective is taking a collaborative approach with the aim of creating value and effective decision making. Methods: The action research methodology was used where a group of concerned professionals as participants come together to work on organisational challenges. An appreciative inquiry undertone is used to provide positive energy to the participants that has a social constructionist approach to decision making. Results: The collaborative approach to leadership in addition to the value creation and effective decision making led to further cycles of improvement. In-depth analyses of these processes led to findings that these leaders must also take an integrative, questioning and development and learning approach to leadership effectiveness. Conclusion: Organisational change takes time to develop and seen on this research. For instance, the time take to understand that an integrative approach, again there must be a kind of questioning to be learned that involves revealing ones closely held assumptions and lastly leadership as a process requires continuous development and is to be seen as a journey rather than be seen as a finishing line.

keywords: Action Research; Collaboration; Construction; Decision making; Leadership effectiveness; Project Management; Value creation