Original scientific paper
https://doi.org/10.2478/otmcj-2024-0016
Leadership practices and communication framework for project success – The construction sector
Ashok Rehan
; School of Survey and Built Environment, University of Southern Queensland, Australia
*
David Thorpe
; Engineering and Construction Management, School of Survey and Built Environment, University of Southern Queensland, Australia
Amirhossein Heravi
; Director of Construction programs, School of Surveying and Built Environment, University of Southern Queensland, Queensland, Australia
* Corresponding author.
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 leader
ship 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 evi
dence-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, regula
tory and safety compliance, infrastructure demands, skills
shortages, sustainability, and new technology adoption.
The study identifies high-to-moderate levels of interper
sonal 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. Two
fold 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.
Keywords
leadership practices, communication, relation ship management, conflict management, project success
Hrčak ID:
321158
URI
Publication date:
3.10.2024.
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