Leadership Capability Framework for the Construction Industry Leaders in Malaysia

  • Authors

    • Wan Hanim Binti Wan Muda Nadrah
    • Wilfredo Herrera Libunao
    • Khairunesa Isa
    • Abd Rahman Ahmad
    • Rosman Md. Yusoff
    2018-11-30
    https://doi.org/10.14419/ijet.v7i4.28.22639
  • This study aims to identify the leadership capabilities for Malaysia construction industry team leaders. This research apllied exploratory sequential mix-method research design where is qualitative followed by quantitative method. In the first phase, semi-structured interview was used and purposive sampling was employed in selecting 15 research participants. Team leaders and Human Resource Managers were selectetd to be reseach participants of this study. Qualitative data was analysed using content and thematic analyses. Quantitative data was collected using survey questionnaire involving 171 randomly selected team leaders as respondents. The data was examined using descriptive and inferential statistics consisting of t-test, One-way Analysis of Variance (ANOVA), Pearson Correlation, Multiple Regression and Structured Equation Modeling (SEM). This research found that personal integrity, working within industry, customer focus and quality, communication and interpersonal skill, developing and empowering people and working as a team were required leadership capabilities among construction industry team leaders. Findings also indicated that leadership skills was the important element to develop leadership capability. A framework developed can be used as a guide by employers in improving leadership capability of Malaysia construction industry team leader

     

    .

  • References

    1. [1] Murphy SE, Ensher EA. A qualitative analysis of charismatic leadership in creative teams: The case of television directors. Leadersh Q. 2008;19(3):335–52.

      [2] Muda WHNW, Libunao WH, Salleh KM, Sulaiman N. DEVELOPING A LEADERSHIP CAPABILITY FOR TEAM LEADERS IN THE CONSTRUCTION INDUSTRY: A CONCEPT FOR ORGANIZATIONAL SUCCESS. J Tech Educ Train. 2016;8(2).

      [3] Abdelhaleem MT, Seymour D. Short Communication: Effective Leadership in the Construction Industry J. King Saud Univ. 1995;7:163–73.

      [4] Dickson MW, Smith DB, Grojean MW, Ehrhart M. An organizational climate regarding ethics: The outcome of leader values and the practices that reflect them. Leadersh Q. 2001;12(2):197–217.

      [5] Mintzberg H. Managers, not MBAs: A hard look at the soft practice of managing and management development. Berrett-Koehler Publishers; 2004.

      [6] Arain FM. Causes of insolvency and unethical practices of contractors in Pakistan construction industry. Build Resil. 2008;1246.

      [7] Chan EHW, Tse RYC. Cultural considerations in international construction contracts. J Constr Eng Manag. 2003;129(4):375–81.

      [8] Jones SA, Michelfelder D, Nair I. Engineering managers and sustainable systems: the need for and challenges of using an ethical framework for transformative leadership. J Clean Prod. 2017;140:205–12.

      [9] Abd Kadir N, Arsat M. Kemahiran generik dalam faktor pemilihan jurutera mengikut perspektif industri pembinaan. Universiti Teknologi Malaysia; 2009.

      [10] Limsila K, Ogunlana SO. Linking personal competencies with transformational leadership style evidence from the construction industry in Thailand. J Constr Dev Ctries. 2008;13(1):27–50.

      [11] Sternberg RJ. WICS: A model of educational leadership. In: The Educational Forum. Taylor & Francis; 2004. p. 108–14.

      [12] Zaccaro SJ, Horn ZNJ. Leadership theory and practice: Fostering an effective symbiosis. Leadersh Q. 2003;14(6):769–806.

      [13] McCann S. “OLYMPIC COACH - United States Olympic Committee: The Importance of Coaching Credibility.†USOC Sport Science and Technology. 2004;

      [14] Madu BC. Organization culture as driver of competitive advantage. J Acad Bus Ethics. 2012;5:1.

      [15] Avolio BJ, Walumbwa FO, Weber TJ. Leadership: Current theories, research, and future directions. Annu Rev Psychol. 2009;60:421–49.

      [16] Lord RG, Hall RJ. Identity, deep structure and the development of leadership skill. Leadersh Q. 2005;16(4):591–615.

      [17] Derue DS, Nahrgang JD, Wellman NED, Humphrey SE. Trait and behavioral theories of leadership: An integration and metaâ€analytic test of their relative validity. Pers Psychol. 2011;64(1):7–52.

  • Downloads

  • How to Cite

    Nadrah, W. H. B. W. M., Libunao, W. H., Isa, K., Ahmad, A. R., & Yusoff, R. M. (2018). Leadership Capability Framework for the Construction Industry Leaders in Malaysia. International Journal of Engineering & Technology, 7(4.28), 505-509. https://doi.org/10.14419/ijet.v7i4.28.22639