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UNIRAZAK Library Pustaka
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| Abstract : UNIRAZAK Library |
| In the complicated field of building construction project management, strong leadership is critical to improving worker performance and assuring project success. The purpose of this study is to look into how different leadership styles - transformational, transactional, and servant - affect team productivity and overall project performance. Given the diversity of construction teams and the high stakes environment, it is critical to understand how these leadership styles influence motivation, collaboration, and innovation. A mixed-methods strategy is used in the study, combining quantitative and qualitative techniques. In order to collect quantifiable data using performance measures, a survey of 100 project managers and team members from various construction projects was conducted. Furthermore, 35 participants were interviewed in-depth to gain qualitative insights into their perspectives on various leadership philosophies and experiences. In order to find important trends and themes pertaining to effective leadership, the data analysis process involved statistical assessments of performance measures as well as thematic analysis of interview transcripts. Results show that, in comparison to teams led by transactional leaders, transformational leadership dramatically increases team member motivation, collaboration, and creativity, resulting in a 25% increase in overall productivity. Transformational leaders foster proactive participation over passive compliance by empowering staff members to take ownership of project goals. In the quickly changing construction industry, this strategy promotes a culture of continual development, which is essential. In contrast, whereas transactional leadership focuses on well-defined duties and specified targets, it falls short of encouraging creativity and long-term commitment. Though it may result in immediate compliance, its lack of inclusivity frequently leads to low team morale and unsatisfactory long-term outcomes, consistent with Burns' (1978) claims about its limitations. Servant leadership, which emphasizes empowerment and assistance, has a favorable impact on team chemistry and employee satisfaction. However, its effect on productivity is context-dependent, differing dramatically among project situations. The study emphasizes how important it is to use adaptable leadership techniques that are tailored to the particular requirements of every project as well as the distinct dynamics of construction teams. To maximize their teams' potential and increase productivity and project success, construction managers are urged to hone their transformational leadership skills. These results advance our knowledge of the connection between work performance and leadership styles in the construction sector. Leaders must modify their strategies as the industry develops further in order to have a workforce that is more driven and productive. The present study contributes to the extant body of literature on project management leadership by means of practical suggestions for construction managers who seek to optimize project results through the application of effective leadership strategies. |
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