| description abstract | Efficient construction companies rely significantly on competent leadership, specifically construction managers or project leaders who are actively involved in construction sites. However, assessing the efficacy of leadership can be challenging. Studies focusing on the development of a methodical technique to evaluate construction executives’ leadership qualities objectively are limited. Thus, the goal of this study was to create a framework for evaluating the caliber of leadership. Creating the leadership quality index (LQI) took into account the weights and relationships between the important leadership parameters. Five essential factors for construction leadership were found in this study: resilience, emotional quotient, spiritual quotient, democratic leadership, and flow state. The weights of these factors were determined using the analytic network process (ANP). The emotional quotient was found to be the most significant factor, followed by the spiritual quotient, resilience, democratic leadership, and flow state. These findings demonstrate how intricate the dynamics of leadership are in the construction industry. Based on the established weights and the corresponding scores on the leadership factors of 256 construction leaders, the LQI was evaluated. Additionally, the study created three unique clusters within the leadership landscape: top-quality, moderate-quality, and low-quality leaders based on the LQI values and using a two-step cluster analysis technique. With a subtler perspective on leadership quality in the construction industry, this study provides insights for tailoring leadership development programs and guiding strategic decision-making in leaders’ selection. It outlines practical steps and methodologies that organizations can implement to enhance leadership effectiveness, ultimately contributing to improved project outcomes and organizational success in the construction sector. | |
