International Science Index


10012112

Effective Leadership in the Engineering, Technology, and Construction Industry

Abstract:

This paper explores what effective leadership is being employed in the engineering, technology, and construction (ETC) industry. Organizations need to understand what character traits are being used and what leadership styles work to promote sustainability and improve the triple bottom line. This paper looks at multiple publications on leadership and character traits effective for managers and leaders in the ETC industry. The ETC industry is a trillion-dollar industry, and understanding ways to improve leadership is vital for organizations' successful outcomes. With improvements to the managerial and leadership, there could be ways for organizations to profit more and cut down on cost costs. Finding ways to improve motivation can help organizations improve safety, improve culture, and increase employee motivation. From the research, this paper has found that situational leadership, transformational, and transactional are the most effective leadership styles that individuals can use in the ETC industry for leadership. Character traits that are the most effective have been identified in this research paper. This research has contributed to the ways individuals who start in the engineering and technology industry can improve upon their leadership skills as they are promoted into managerial and leadership roles. The need for managerial positions in the ETC industry, such as project and construction managers, to improve is vital for successful outcomes and creating a high-level performance. The study helps provide a gap in the limited research available to improve ETC leadership for all organizations' present and future.

References:
[1] Asree, S., Cherikh, M., & Baucum, C. (2019). A review of leadership styles that affect project success. International Journal of the Academic Business World, 13(1), 36–46.
[2] Arvey, R. D., & Neel, C. W. (1974). Moderating effects of employee expectancies on the relationship between leadership consideration and job performance of engineers. Journal of Vocational Behavior, 4(2), 213-222.
[3] Bannerman, P. L. (2008). Defining project success: a multilevel framework. In Proceedings of the Project Management Institute Research Conference (pp. 1-14).
[4] Bonasso, S. G. (2001). Engineering, leadership, and integral Philosophy. Journal of Professional Issues in Engineering Education & Practice, 127(1), 17. https://doi.org/10.1061/(ASCE)1052-3928(2001)127:1(17)
[5] Cismas, S. C., Dona, I., & Andreiasu, G. I. (2016). Responsible leadership. Procedia - Social and Behavioral Sciences, 221, 111-118. doi: 10.1016/J.SBSPRO.2016.05.096
[6] Crumpton-Young, L., McCauley-Bush, P., Rabelo, L., Meza, K., Ferreras, A., Rodriguez, B., Millan, A., Miranda, D., & Kelarestani, M. (2010). Engineering leadership development programs a look at what is needed and what is being done. Journal of STEM Education: Innovations & Research, 11(3/4), 10–21.
[7] Cunningham, J., Salomone, J., & Wielgus, N. (2015). Project management leadership style: A team member perspective. International Journal of Global Business, 8(2), 27–54.
[8] Dawson, P., & Andriopoulos, C. (2017). Managing change, creativity & innovation. Sage
[9] Farr, J. V., Walesh, S. G., & Forsythe, G. B. (1997). Leadership development for engineering managers. Journal of Management in Engineering, 13(4), 38-41.
[10] Gaddis, P. O. (1959). The project manager. Harvard Business Review, 37(3), 89-97.
[11] Giegold, W. (1981). Leadership - The essential of engineering management. Engineering Management International, 1(1), 49-56. doi:10.1016/0167-5419(81)90008-9
[12] Glass, J. T. (2006). Leadership and teamwork in engineering. Leader to Leader, 2006(S1), 24-26. doi:10.1002/LTL.349
[13] Henkel, T., Marion, J., & Bourdeau, D. (2019). Project manager leadership behavior: Task-oriented versus relationship-oriented. Journal of Leadership Education, 18(2), 1–14.
[14] Ismail, M., & Fathi, M. S. (2018). Leadership in construction: leadership styles practiced in construction project–a review. Journal of Advanced Research in Business and Management Studies, 13(1), 24-30.
[15] Kelly, S., & MacDonald, P. (2019). A look at leadership styles and workplace solidarity communication. International Journal of Business Communication, 56(3),432–448. https://doi.org/10.1177/2329488416664176
[16] Laasch, O. & Conaway, R., N. (2015). Principles of responsible management: Global sustainability, responsibility, and ethics. Stamford, USA: Cengage Learning.
[17] Mendenhall, M.E., Osland, J.S., Bird, A., Oddou, G.R., Stevens, M.J., Maznevski, M., & Stahl, G. (2018). Global leadership: Research, practice and development. New York, NY: Routledge.
[18] Newport, C. L., & Elms, D. G. (1997). Effective engineers. International Journal of Engineering Education, 13(5), 325-332.
[19] Northouse, P. G. (2019). Leadership: Theory and practice. (8th ed.). Los Angeles, CA: Sage ePublishing.
[20] United States Census Bureau. (2021). https://www.census.gov/construction/c30/prpdf.html
[21] Veliu, L., Manxhari, M., Demiri, V., & Jahaj, L. (2017). The influence of leadership styles on employee's performance. Management (16487974), 31(2), 59–69.
[22] Wipulanusat, W., Panuwatwanich, K., & Stewart, R. A. (2017). Exploring leadership styles for innovation: an exploratory factor analysis. Engineering Management in Production and Services, 9(1), 7-17.
[23] Zulch, B. (2014). Leadership communication in project management. Procedia-Social and Behavioral Sciences, 119, 172-181.
[24] Zulkiffli, N. A., & Latiffi, A. A. (2019). Review on project manager's leadership skills in the pre-Construction phase of sustainable construction projects. In MATEC Web of Conferences (Vol. 266, p. 01011). EDP Sciences.