Advertisement

4IR Leadership Effectiveness and Practical Implications for Construction Business Organisations

  • Kehinde AladeEmail author
  • Abimbola Windapo
Conference paper

Abstract

The construction industry has generally been labelled as rigid and slow in its response to change. This is not unconnected with certain features of construction products such as their project-based nature, multiple-stakeholders and professionals, and lengthy processes involved in the construction supply chain. The fourth industrial revolution (4IR) presents another moment of change in the global business arena and is dynamically influencing different organisations and their strategic positioning. There is evidence that leadership drives the change agenda. However, scholars also suggest that construction business leaders are unhurried in their pace, strategic decisions and flexibility. This study employed a systematic literature review in identifying the leadership traits, style and intelligence required for construction leaders to lead effectively in the 4IR. The leadership framework developed gives an indication as to the practical implications of 4IR for construction business leaders and concludes that a combination of factors will lead to leadership effectiveness and high levels of 4IR implementation.

Keywords

4IR Change intelligence Construction organisations Leadership Sustainability 

Notes

Acknowledgements

Funding from TETFUND, the National Research Foundation (NRF)and UCT-ARUA Collaborative project towards this research is hereby acknowledged. Opinions expressed and conclusions arrived at, are those of the authors and are not necessarily to be attributed to TETFUND, NRF or UCT-ARUA.

References

  1. 1.
    Xu, M., Jeanne, M., Kim, S.: The fourth industrial revolution: opportunities and challenges. Int. J. Financ. Res. 9(2), 90–95 (2018)CrossRefGoogle Scholar
  2. 2.
    Schwab, K. The fourth industrial revolution: Currency, New York (2017)Google Scholar
  3. 3.
  4. 4.
    Oosthuizen, J.: The determinants of fourth industrial revolution leadership dexterity: a proposed framework for 4IR intelligence and subsequent 4IR leadership development. Paper presented at the 4th International Conference on Responsible Leadership, At GIBS–Johannesburg, Conference paper (2017)Google Scholar
  5. 5.
    Dinwoodie, D., Pasmore, W., Quinn, L., Rabin, R.: Navigating change: a leader’s role. Greensboro (2015)Google Scholar
  6. 6.
    Suresh, S., Egbu, C., Olomolaiye, A., Renukappa, S.: Leadership roles for implementing knowledge management in construction organisations. Paper Presented at the Leadership and Management in Construction (LEAD) Conference (2008)Google Scholar
  7. 7.
  8. 8.
    Antonakis, J., Day, D.: The Nature of Leadership. Sage publications, Los Angeles (2017)Google Scholar
  9. 9.
    Bass, B., Bass, R.: The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. Free Press, New York (2009)Google Scholar
  10. 10.
    Merritt, E.A.: Leadership and Strategy: Understanding, Planning and Implementing. Day Press, USA (2017)Google Scholar
  11. 11.
    Kruse, K.: What is leadership. Forbes Mag. 3 (2013)Google Scholar
  12. 12.
    Pfeffer, J.: The ambiguity of leadership. Acad. Manag. Rev. 2(1), 104–112 (1977)CrossRefGoogle Scholar
  13. 13.
    Lunenburg, F.C.: Leadership versus management: a key distinction—at least in theory. Int. J. Manage. Bus. Adm. 14(1), 1–4 (2011)Google Scholar
  14. 14.
    Goleman, D.: What makes a leader? Harv. Bus. Rev. 82(1), 82–91 (2004)Google Scholar
  15. 15.
    Goleman, D.: Leadership that gets results. Harv. Bus. Rev. 78(2), 78–90 (1998). HBR Boston. What makes a leader, pp. 93–102 (2000)Google Scholar
  16. 16.
    Kotter, J.P.: Leading change: why transformation efforts fail. Havard Bus. Rev. (1995)Google Scholar
  17. 17.
    Matarneh, R., Hamed, S.: Exploring the adoption of building information modeling (BIM) in the jordanian construction industry. J. Archit. Eng. Technol. 6(1), 189 (2017)CrossRefGoogle Scholar
  18. 18.
  19. 19.
    Goulding, J.S., Pour Rahimian, F., Arif, M., Sharp, M.: New offsite production and business models in construction: priorities for the future research agenda. J. Archit. Eng. Design Mgt. 11(3), 163–184 (2015)CrossRefGoogle Scholar
  20. 20.
    Ofori, G., Toor, S.: Leadership and construction industry development in developing countries. J. Constr. Dev. Ctries. 17 (2012)Google Scholar
  21. 21.
    Liphadzi, M., Aigbavboa, C., Thwala, W.: Relationship between leadership styles and project success in the South Africa construction industry. Proc. Eng. 123, 284–290 (2015)CrossRefGoogle Scholar
  22. 22.
    Trautlein, B.A., Trowbridge, C.: You know your IQ, but what’s your CQ? Develop your change intelligence to lead successful and sustainable transformation and results. Paper presented at PMI Global Congress North America, New Orleans, LA. Project Management Institute, Newtown Square (2013)Google Scholar
  23. 23.
    Oosthuizen, C.: Entrepreneurial intelligence: expanding schwab’s four-type intelligence proposition to meaningfully address the challenges of the fourth industrial revolution. Paper presented at the Proceedings of the 28th Annual Conference of the Southern African Institute of Management Scientists (2016)Google Scholar
  24. 24.
    Waldman, D.A., Ramirez, G.G., House, R.J., Puranam, P.: Does leadership matter? CEO leadership attributes and profitability under conditions of perceived environmental uncertainty. Acad. Manag. J. 44(1), 134–143 (2001)Google Scholar
  25. 25.
    Weller, J., Aysel, T.: Predicting domain-specific risk taking with the HEXACO personality structure. J. Behav. Decis. Mak. 24(2), 180–201 (2011)CrossRefGoogle Scholar
  26. 26.
    Çelik, S., Özkul, E., Tuna, P.: The relationship between strategic decision-making and leadership styles: an application in 4 and 5-star hotels in Istanbul. İşletme Araştırmaları Dergisi 8(1), 240––264 (2016)Google Scholar
  27. 27.
    Edgeman, R., Dahlgaard, S., Dahlgaard, J., Scherer, F.: On leaders and leadership. Qual. Prog. 32(10), 49 (1999)Google Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.Department of Construction Economics and ManagementUniversity of Cape TownCape TownSouth Africa

Personalised recommendations