4IR Leadership Effectiveness and Practical Implications for Construction Business Organisations

  • Kehinde AladeEmail author
  • Abimbola Windapo
Conference paper


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.


4IR Change intelligence Construction organisations Leadership Sustainability 



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.


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© Springer Nature Switzerland AG 2020

Authors and Affiliations

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

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