The construction industry has long recognized the “leader” —those who stand out for their exceptional work ethic, technical skill, or problem-solving abilities. You undoubtedly know a few, or maybe you are one, like me. The focus on individual greatness may not necessarily foster the long-term success and stability necessary for sustainable project delivery, even if these leaders are frequently regarded as the keystones of project success.
In addition to failing to foster team success, the traditional star leadership approach can result in toxic workplaces, more employee turnover, and delayed innovation. A change in leadership paradigms is now necessary as the construction industry develops rapidly and accepts a new generation of leaders. It’s time to depart from the individualistic “leader” thinking and embrace a team-centered and more collaborative approach to leadership.
The Problem with the Traditional Leader Model
While the construction industry has celebrated individual excellence and expertise, this focus can unintentionally create a culture of pressure and competition rather than collaboration. When star leaders dominate the workplace, teams often become sidelined. As such, this can create a range of issues between construction teams:
1. Burnout
As often tasked with majority of problem-solving, leaders quickly become overwhelmed with decision fatigue even if most will never tell you. For example, a Project-In-Charge was renowned for single-handedly managing scheduling and fixing on-site issues. Because of this reputation, the rest of the team relied on him for every critical decision, even on problems that is outside his scope of work. The pressure to consistently perform at this level can lead to burnout, starting a cycle where the most talented workers either leave the company or begin to perform below their potential.
2. Team Disengagement
When the focus is only on one person, even though unintentional, it diminishes the potential and contributions of other members of the team. For instance, during a large-scale project, a Construction Manager chose a specific layout for the electrical systems without involving the Electrical Engineers, who had valuable input based on their expertise and background with similar projects. Team members may feel disconnected, undervalued, and disengaged from the decision-making process, and less motivated to contribute at their highest capacity at work.
3. Stunted Growth
Innovation thrives in collaborative settings where diverse perspectives are encouraged and valued. On a big infrastructure project, a Structural Engineer was consistently applauded as the top expert in structural analysis in her team, so much so that her suggestions often became the default approach without question. On one project, her preference for steel material was automatically adopted without exploring available material schedules in construction, even though younger Engineers had proposed more innovative, more cost-effective materials with long-term benefits. The star leader model hinders this because it places too much importance on a single individual’s views and skills, leaving little or no room for team members to think creatively and share their insights.
4. High Turnover
Construction professionals who feel underutilized and overshadowed, such as those constantly waiting for the leader to make decisions or act, have higher chances to seek other opportunities outside. When team members have no freedom and autonomy to contribute meaningfully, or if their insights and skills are sidelined, frustration and resentment build. This leads to a loss of motivation and, ultimately, increased turnover.
The Need for a Different Approach to Leadership
The construction sector is at a turning point. It is crucial to develop the next generation of leaders because of the aging workforce and a growing demand for talent. New leaders are entering a challenging environment with bigger projects, more stringent deadlines, and a greater demand than ever for sustainable and technological innovation. It is not sustainable to rely on one leader in this environment.
The modern construction landscape demands a more holistic leadership approach — one where the overall team’s success is prioritized over the success of only one individual. Here are a few reasons why a new leadership is critical for the future of the construction industry:
1. Collective Insights
When leaders prioritize collaboration over individual success, they tap into their group’s collective insights. This means harnessing team members’ diverse experiences, skills, and perspectives to drive creative and more comprehensive problem-solving.
2. Increased Accountability
Team-centered leadership model in construction fosters shared accountability between members. When everyone is involved in the decision-making process, the responsibility for outcomes is evenly distributed and less pressure is given to one person. You can also adopt construction crew management software where everyone can have access to the updates of the project, strengthening accountability between team members. This creates a culture where the whole team, not just the sole leader, is invested in the project’s success from day one until completion.
3. Development and Mentorship
Team-centered leadership naturally encourages the development of future leaders and mentorship from the current ones. When the emphasis is on developing talents, seasoned professionals are more likely to invest time in passing on skills, nurturing talent, and ensuring that the next generation is equipped to take on more prominent roles in the future. This is particularly crucial as the industry faces an emerging skills gap with the retirement of our seasoned workers.
4. Stronger Teams, Better Projects
Construction projects are naturally team-driven. Managing projects requires coordination across various disciplines, from architectural design and engineering to execution and overall management. When leadership values and fosters collaboration in the workplace, the team benefits from fewer mistakes, a more seamless workflow, and better project outcomes.
How to Foster Team-Centered Leadership
Transitioning from a star leader-driven model to one that prioritizes team-centered leadership is a large task to take on but still achievable. Here are some of the strategies to help the construction industry make this critical shift:
1. Empower Workforce
Provide the tools and assistance your team needs to perform at their highest level. Enable your team to comprehend, assess, and decide in circumstances that allow them to resolve issues and advance their projects so that they can continue to function as effectively and efficiently as possible. Initially, this could seem like a risk, but with the right direction and supervision, your team will be able to keep making these kinds of choices and consistently get better results.
By assigning specific tasks to other team members and demonstrating your faith in their ability to complete them, you may empower your team, build mutual respect, and increase each member’s incentive to contribute.
2. Acknowledge Team Contributions
Team leaders need to celebrate not only individual accomplishments but also group accomplishments by actively and openly acknowledging the contributions of their teams. This could be showcasing team accomplishments, providing rewards for collective achievement, or making sure that all opinions are heard during meetings and decision-making. With the help of construction crew scheduling software, it’s easy to see the productivity and accomplishment of each member of your team, making it easier to identify who is deserving of recognition and incentives.
3. Develop Emotional Intelligence
Although toughness has long been linked to leadership in the construction sector, emotional intelligence (EQ) is a vital aspect of successful leadership. Self-aware, sympathetic, and emotionally stable leaders are better able to assist their people and create a productive workplace.
4. Educate Your Team
Make an effort to gain a thorough understanding of the project you are working on and how the contribution of each team contribute to its successful completion. To improve their performance in whatever they do, great leaders actively work to fill in their knowledge gaps and own up to their inexperience. You can get the respect of your teammates by trying to improve your knowledge of the trades teams you deal with. You can do this by asking your teammates questions or by trying to figure out how you become a better project manager yourself.
5. Encourage Open Communication
Effective teamwork requires open and honest communication. Leaders need to foster an atmosphere where people feel free to voice their opinions and concerns, where mistakes are viewed as teaching moments, and where criticism is welcomed and encouraged.
Here are some pointers to improve your ability to communicate:
Communicate frequently but accurately in order to address issues as they come up and to ensure that everyone on the team is on the same page regarding expectations and goals.
- Create a structured chain of communication.
- Select a construction crew management software that your teammates will use frequently for real-time project updates
- Verify if your team has any queries and whether the communication has been received and understood.
- Be receptive to criticism and an engaged listener.
6. Promote Learning and Development
Leaders in the construction industry need to be dedicated to the ongoing development of their teams. This may entail offering mentorship programs, skill-development opportunities, and a clear career progression path for each team member.
7. Set an Example
If leaders want others to accept and reflect the values they try to instill in their teams, they must set an example for them. They can encourage others to follow suit by exhibiting a dedication to cooperation, respect for one another, and shared success.
The Future of Construction Leadership
Our leadership style needs to change with the construction business, which is going through a major shift. The days of depending on a single “leader” are over. Leaders who put their teams first, focus on teamwork, and promote group achievement will be successful in the future. Adopting a team-centered approach is not only advantageous, but also necessary to guarantee the long-term success of initiatives and the individuals who carry them out. Combined with a construction crew management software like Pro Crew Schedule, 24/7 collaboration and seamless communication will lead a team-oriented organization to success.
Now is the moment for change. In addition to achieving better project outcomes, leaders who recognize the importance of team empowerment will take the lead in determining the direction of the construction sector. Take charge, lead with vision, and motivate everyone on your team to succeed.
