Digital Technology to Enhance Project Leadership Practice: The Case of Civil Construction

Ekechukwu, J; Lammers, T

Digital Technology to Enhance Project Leadership Practice: The Case of Civil Construction

Ekechukwu, J Lammers, T

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Publisher:: Palgrave Macmillan
Publication Type:: Chapter
Citation:: Digital Transformation in Business and Society Theory and Cases, 2019, pp. 247 - 272
Issue Date:: 2019-10-05

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Field	Value	Language
dc.contributor.author	Ekechukwu, J	en_US
dc.contributor.author	Lammers, T https://orcid.org/0000-0003-1000-2395	en_US
dc.contributor.editor	George, B	en_US
dc.contributor.editor	Paul, J	en_US
dc.date.issued	2019-10-05	en_US
dc.identifier.citation	Digital Transformation in Business and Society Theory and Cases, 2019, pp. 247 - 272	en_US
dc.identifier.isbn	3030082776	en_US
dc.identifier.isbn	9783030082772	en_US
dc.identifier.uri	http://hdl.handle.net/10453/136408
dc.description.abstract	Digital transformation is fundamentally influencing all aspects of business and society. It can enable individuals and organizations to transcend from one way of working to another. In construction, emphasis is shifting from project management to project leadership, as professionals need assisting tools to not only aid in managing tasks and activities, but aid in leading people. As such, the adoption of digital technologies may hold the key in taking project leadership practice into the future. To date, there have been few attempts to explore the potential of digital technology as an aid for project leadership development and practice. This research therefore aims to investigate this potential in the context of the Australian civil construction industry. We review the existing body of knowledge on both industry-specific leadership demands and relevant digital technology capabilities to identify areas of improvement and to guide interviews with construction project managers. So far, literature has focused on endorsing particular leadership behaviors and/or styles, while ignoring the difficulties faced by professionals in practicing these behaviors. We find that project managers of civil contractors within Sydney understand the significance of leadership but are often overwhelmed by its complexity.	en_US
dc.publisher	Palgrave Macmillan	en_US
dc.relation.ispartof	Digital Transformation in Business and Society Theory and Cases	en_US
dc.relation.isbasedon	10.1007/978-3-030-08277-2	en_US
dc.rights	info:eu-repo/semantics/embargoedAccess
dc.title	Digital Technology to Enhance Project Leadership Practice: The Case of Civil Construction	en_US
dc.type	Chapter
utslib.location	Cham	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Information, Systems and Modelling
utslib.copyright.status	open_access	*
pubs.consider-herdc	true	en_US
utslib.copyright.embargo	2021-10-05T00:00:00+1100
pubs.place-of-publication	Cham	en_US
pubs.publication-status	Published	en_US

Abstract:

Digital transformation is fundamentally influencing all aspects of business and society. It can enable individuals and organizations to transcend from one way of working to another. In construction, emphasis is shifting from project management to project leadership, as professionals need assisting tools to not only aid in managing tasks and activities, but aid in leading people. As such, the adoption of digital technologies may hold the key in taking project leadership practice into the future. To date, there have been few attempts to explore the potential of digital technology as an aid for project leadership development and practice. This research therefore aims to investigate this potential in the context of the Australian civil construction industry. We review the existing body of knowledge on both industry-specific leadership demands and relevant digital technology capabilities to identify areas of improvement and to guide interviews with construction project managers. So far, literature has focused on endorsing particular leadership behaviors and/or styles, while ignoring the difficulties faced by professionals in practicing these behaviors. We find that project managers of civil contractors within Sydney understand the significance of leadership but are often overwhelmed by its complexity.

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http://hdl.handle.net/10453/136408