Leadership Traits Among Site Leaders in the Construction Industry

Abstract

Researchers suggest that the construction industry is facing a shortage of skilled labor due to challenges associated with attracting and retaining quality people (Bae et al., 2022; Morello et al., 2018; Toor & Ofori, 2008; Welfare et al., 2021; Yusoff et al., 2021). Construction is a labor-heavy industry, and skilled labor is the critical resource that directly affects the performance of a construction project (Bae et al., 2022; Morello et al., 2018; Toor & Ofori, 2008; Welfare et al., 2021; Yusoff et al., 2021). A shortage of skilled labor may be causing surges in project costs and delays, a decline in project quality, and preventing the industry from meeting socioeconomic demands for housing and infrastructure (Yuseff et al., 2021). Showalter and Backus (2010) asserted that poor leadership and environment-related stress factors inhibit people from choosing construction or staying in the industry. Millennials and the Z generation may represent the largest group currently entering the job force and the industry’s best means for resolving its labor shortage. The leadership in construction and leadership styles perceived as effective for recruiting and retaining Millennials and the Z generation is in opposition (Bosco & Harvey, 2013; Dwidienawati et al., 2021; Easton & Steyn, 2022; Gaidhani et al., 2019; Graham et al., 2020; Morello et al., 2018; Sherif, 2009; Toor & Ofori, 2008; Welfare et al., 2021; Yusoff et al., 2021). Previous literature attempted to define leadership at the management level and address shortcomings but has not sought to define leadership at the site level or address any shortcomings. This study fills a gap in research by discussing Millennial and Generation Z construction workers’ perceptions of the most common leadership traits among project superintendents and foremen and which traits they feel are most desirable for these leaders to possess.