Title of Report: A Comparative Analysis of Leadership Styles and Organizational

Behavior: A Study of Nigerian and UK Construction Companies.

Year: 2023

Supervisor:

Extended Research Proposal submitted in partial completion of the degree of

MSc in Project Management

Declaration Statement: I declare that this extended research proposal is my work

and wherever the work, information, extracts, and related sources of other’s have been
used, it has been mentioned clearly, with due references and quotations. All sources
of information have been acknowledged, referenced, and cited.

Word Count: 11,449 words

(Total word count excludes title page, contents page, headings, abstracts,
tables, figures, reference lists, bibliography, and appendices).

Page 1
 ABERDEEN BUSINESS SCHOOL
Masters Submission & Copyright Declaration Form

Page 2
 ABSTRACT

This study provides an in-depth comparative analysis of leadership styles and

organizational behavior in the construction industry, with a specific focus on four
major companies: Julius Berger Nigeria Plc, Dangote Group, Kier Group plc, and
Balfour Beatty. Through an extensive review of existing literature, the research
explores how various leadership styles are employed and their resultant impact on
organizational behavior within the construction sector. Additionally, the study
investigates the influence of cultural and contextual factors on leadership and
organizational behavior, emphasizing regional differences between Nigeria and the
UK. Findings suggest that while transactional leadership is prevalent in both regions,
its effectiveness is increasingly under scrutiny due to evolving industry needs. The
study concludes with insights, recommendations, and best practices for enhancing
leadership effectiveness and fostering positive organizational behavior. These
findings offer valuable perspectives for both scholars and practitioners interested in
the dynamics of leadership and organizational behavior in culturally diverse and high-
stakes environments like construction.

Keywords: Construction Industry, Leadership Styles, Organizational Behavior,

Cultural Influences, Transformational Leadership, Transactional Leadership, Julius
Berger Nigeria Plc, Dangote Group, Kier Group plc, Balfour Beatty, Nigeria, United
Kingdom.

Page 3
 ACKNOWLEDGEMENT

Page 4
 TABLE OF CONTENTS
LIST OF TABLES....................................................................................................................6

LIST OF FIGURES..................................................................................................................7

ABBREVIATIONS..................................................................................................................7

1.CHAPTER ONE : INTRODUCTION ...................................................................7

1.1 Introduction.........................................................................................................................7

1.2 Background of the study.....................................................................................................8

1.3 Rationale of the study.........................................................................................................9

1.4 Problem statement.............................................................................................................10

1.5 Aim and objectives...........................................................................................................11

1.6 Scope of the study.............................................................................................................11

1.7 Significance of the study...................................................................................................12

1.8 Organization of chapters...................................................................................................13

2. CHAPTER TWO: LITERATURE REVIEW.....................................................14

2.1 Conceptual Review.............................................................................................................14

2.1.1 Leadership Styles.................................................................................................................
2.1.2 Autocratic Leadership..........................................................................................................
2.1.3 Participative Leadership.......................................................................................................
2.1.4 Transformational Leadership...............................................................................................
2.1.5 Transactional Leadership.....................................................................................................
2.3 Organizational Behavior in the Construction Industry...........................................................
2.3.1 Importance of Organizational Behavior...............................................................................
2.3.2 Communication in Construction..........................................................................................
2.3.3 Decision-making Processes.................................................................................................
2.3.4 Employee Engagement and Motivation...............................................................................
2.4 Cultural and Contextual Influences on Leadership and Organizational
Behavior..................
2.4.1 Role of Culture in Shaping Leadership Styles.....................................................................
2.4.2 Economic, Regulatory, and Industry-specific
Contexts.......................................................
2.4.3 Challenges and Opportunities..............................................................................................
2.5 Theoretical Framework...........................................................................................................

Page 5
2.6 Summary and Gaps in Literature............................................................................................

3. CHAPTER THREE: METHODOLOGY............................................................30

3.1 Research Philosophy.........................................................................................................30

3.2 Research Approach...........................................................................................................31

3.3 Research Method..............................................................................................................32

3.4 Method of Data Collection................................................................................................34

3.5 Sampling Method..............................................................................................................35

3.6 Method of Data Analysis..................................................................................................36

3.7 Timeline with Grant Chatt................................................................................................37

3.8 Ethical Consideration........................................................................................................38

4. CHAPTER FOUR - CONCLUSION, RECOMMENDATIONS AND

RECOMMENDATIONS...........................................................................................40

4.1 Summary...........................................................................................................................40

4.2 Conclusion........................................................................................................................41

4.3 Recommendations.............................................................................................................42

4.4 Limitations........................................................................................................................44

REFERENCES.......................................................................................................................47

LIST OF TABLES

LIST OF FIGURES

ABBREVIATIONS

Page 6
 1. CHAPTER ONE : INTRODUCTION

1.1 Introduction

The construction industry plays a crucial role in the economic development and
infrastructure enhancement of countries worldwide. This study aims to examine and
compare the leadership styles and organizational behavior in the Nigerian and UK
construction industries, considering the unique cultural and contextual factors
influencing these practices.

1.2 Background of the study

The Nigerian construction industry is the largest in Africa, with a value exceeding
$200 billion (mordorintelligence 2023). According to the International Trade
Administration's report for the year 2021 (International Trade Administration 2021),
there is a projected growth rate of 7% per annum anticipated over the course of the
subsequent five years. The sector predominantly comprises of small and medium-
scale enterprises (SMEs) grappling with formidable obstacles including a dearth of
proficient workforce, inadequacies in infrastructure, and the scourge of corruption.
Contrarily, it is worth noting that the construction industry in the United Kingdom
holds a prominent position within Europe, as evidenced by data from the esteemed
Office for National Statistics in 2018 (office for National Statistics 2018). This
industry boasts a substantial valuation of no less than $467.8 billion in the year 2022.
Furthermore, projections from Global Data in 2023 indicate that the UK construction
sector is poised to attain an Annual Average Growth Rate (AAGR) surpassing 2%
during the period spanning from 2024 to 2027 (Global Data 2023). Dominated by
large multinational companies, the industry encounters challenges such as a scarcity
of skilled labor, limited innovation, and the implications of Brexit.

In Nigerian construction companies, decision-making processes tend to be more

centralized, with senior management making key decisions (bcicentral 2022).
Communication strategies often rely on informal channels like face-to-face
interactions and phone calls. Employee engagement levels are typically lower than in
other countries, and hierarchical organizational cultures prevail. Contrasting the
Nigerian context, UK construction companies tend to have more decentralized
decision-making processes (Murtagh, Scott and Fan 2020; Poon and Price 1999),
involving teams of employees in the decision-making. Formal communication

Page 7
channels like email and project management software are commonly utilized.
Employee engagement levels tend to be higher compared to other countries, and a
flatter organizational culture is observed.

The comparative analysis reveals both similarities and differences between the
Nigerian and UK construction industries. Informal communication channels and a
hierarchical organizational culture are shared characteristics. However, Nigerian
companies tend to exhibit more centralized decision-making processes, while UK
companies employ more decentralized decision-making. Additionally, UK companies
demonstrate higher levels of employee engagement compared to their Nigerian
counterparts. This study underscores the significance of cultural and contextual
factors in shaping leadership styles and organizational behavior within the
construction industry. The Nigerian and UK construction industries exhibit distinctive
practices influenced by factors such as industry size, economic development, and
regulatory environments. Understanding these factors allows construction companies
to develop effective leadership styles and organizational behavior tailored to their
specific contexts. By examining the leadership styles and organizational behavior in
the Nigerian and UK construction industries, this study provides valuable insights and
recommendations for enhancing leadership practices and overall performance within
these industries.

1.3 Rationale of the study

This comparative analysis focuses on examining the leadership styles and

organizational behavior in the context of construction companies, with a specific
study of Julius Berger Nigeria Plc (Nigeria), Dangote Group (Nigeria), Kier Group
plc (UK) and Balfour Beatty (UK). The construction industry is renowned for its
unique challenges, including complex projects, a diverse workforce, and dynamic
environments (Ding, Zhuang and Liu 2023; Ghansah and Lu 2023). Effective
leadership and positive organizational behavior are critical for success in such an
industry (Wang et al. 2022).

The fundamental goal of this research is to shed light on the similarities and
differences in leadership styles, as well as their influence on organizational behavior,
between these two construction enterprises that operate in different locations. This

Page 8
study intends to give significant insights into the techniques and tactics used by these
firms in managing their personnel and attaining targeted objectives via a comparative
comparison. Understanding leadership styles and organizational behavior in
construction firms is critical owing to the consequences for project success, employee
engagement, and overall organizational performance (Khalfan et al. 2020). By
providing a comparative perspective on leadership behaviors in the construction
sector, this study has the potential to considerably add to the current literature.

Additionally, the study aims to identify the contextual factors that influence
leadership styles and organizational behavior within the construction industry. By
considering the regional and cultural variations between Nigeria and the UK, this
research seeks to uncover how these factors shape leadership approaches and impact
organizational behavior in construction companies. This study's findings can provide
practitioners, leaders, and researchers in the construction industry with valuable
insights, best practices, and recommendations for enhancing leadership effectiveness
and fostering positive organizational behavior. By bridging the gap in knowledge
between different regions, this research contributes to the existing literature and offers
practical implications for improving leadership and organizational practices in the
construction industry.

1.4 Problem statement

The existing literature on leadership styles and organizational behavior in the

construction industry provides a foundation for this comparative analysis. Several key
studies have identified gaps and recommended further research in this area,
highlighting the need for a comparative examination of different construction
companies and regions (Abdelmageed and Zayed 2020; Kwatra, Kumar and Sharma
2020). One major research theme in the literature revolves around leadership styles.
Studies have explored various leadership styles, including autocratic, participative,
transformational, and transactional leadership, and their implications for construction
organizations (Olayisade and Awolusi 2021; Cherian, Gaikar and Raj P. 2020).
However, there is a lack of comparative research that examines how these leadership
styles manifest in different cultural and regional contexts within the construction
industry.

Page 9
Another area of interest is organizational behavior in the construction industry.
Scholars such as (Walker 2011; Aigbavboa, Akinshipe and Mutshaeni 2020) have
explored topics such as communication, collaboration, employee motivation, and
engagement. However, there is a dearth of comparative studies that examine the
similarities and differences in organizational behavior practices between different
construction companies and regions.

Overall, the existing literature calls for more comparative studies that examine
leadership styles and organizational behavior in the construction industry. The need to
explore different companies in diverse regions and consider the contextual factors
influencing these practices is evident. This highlights the gap that this comparative
analysis intends to fill, contributing to the literature by providing valuable insights,
recommendations, and best practices for effective leadership and positive
organizational behavior in construction companies.

1.5 Aim and objectives

The aim of this comparative analysis is to examine the leadership styles and
organizational behavior within construction companies by conducting a study on
Julius Berger Nigeria Plc (Nigeria), Dangote Group (Nigeria), Kier Group plc (UK)
and Balfour Beatty (UK). Below are specific objectives of this study;

i. To identify and compare the leadership styles employed by Julius Berger Nigeria
Plc, Dangote Group, Kier Group plc and Balfour Beatty.
ii. To analyze and compare the organizational behavior practices in Julius Berger
Nigeria Plc, Dangote Group, Kier Group plc and Balfour Beatty.
iii. To explore the impact of leadership styles on organizational behavior in the
context of construction companies.
iv. To investigate the contextual factors that influence leadership styles and
organizational behavior in the construction industry, considering the regional and
cultural differences between Nigeria and the UK.

Page 10
v. To provide insights, recommendations, and best practices for enhancing
leadership effectiveness and fostering positive organizational behavior in
construction companies.

1.6 Scope of the study

The study will focus on comparing leadership styles and organizational behavior in
the construction industry in Nigeria and the UK. To conduct this research, two
Nigerian construction companies, Julius Berger Nigeria Plc and Dangote Group will
be examined alongside two UK construction companies, Kier Group plc and Balfour
Beatty. The analysis will encompass aspects such as decision making processes,
communication strategies, employee engagement and organizational culture. To
gather data, survey will be conducted with stakeholders within the construction
industry. Additionally, secondary data will be gathered from company reports,
performance metrics and industry publications. By comparing and analyzing the
similarities and differences between the selected companies, this study aims to
provide insights into practices and challenges within each industry. However it is
essential to note that this study is limited to the selected companies and may not fully
represent the construction industries of Nigeria and the UK. Nonetheless, the findings
and recommendations derived from this analysis can still contribute insights to
understanding leadership styles and organizational behavior in the broader context of
the construction industry.

1.7 Significance of the study

The study exploring leadership styles and organizational behavior in the construction
industry. Comparing UK and Nigerian companies holds importance for various
stakeholders. Firstly, individuals working in the construction industry such as
executives, managers and employees stand to gain insights from this research. The
study will enable them to comprehend how leadership styles and organizational
behavior impact performance and success. Armed with this knowledge, practitioners
can develop strategies enhance decision making processes, improve communication
and cultivate organizational cultures.

Page 11
More so, business leaders and managers in the construction industry can make
informed decisions based on the study’s findings. By identifying approaches and best
practices, they can bolster employee engagement, encourage communication and
optimize decision making processes. Consequently, overall performance is likely to
witness improvement. This research will also contribute to the existing body of
knowledge in academia. Through the analysis of UK and Nigerian companies, the
study will shed light on cultural and contextual factors that influence leadership
practices within the construction industry. This study can serve as a foundation for
investigations further enriching our understanding of effective leadership in this
sector.

1.8 Organization of chapters

In the chapter 1, the study presents an overview of the research topic highlighting its
importance and outlining the objectives the study aim to achieve. Chapter 2 covers the
literature review. The chapter conducts a review delving into scholarly works that
explore leadership styles organizational behavior and cultural influences specifically,
within the construction industry. Chapter 3 delves into the research methodology
employed in this study. Here, the chapter elaborate on the design of the research,
detailing the methods employed for data collection and discussion of the techniques
utilized for data analysis. In Chapter 4, the study conducts an analysis between
leadership styles and organizational behavior within the UK and Nigerian
construction industries. Through this examination the study seek to identify both
similarities and differences while shedding light on findings that emerged from the
investigation.

Page 12
 2. CHAPTER TWO: LITERATURE REVIEW

Leadership styles and organizational behaviors play pivotal roles in determining the
success and efficacy of any organization. The construction industry, with its unique
blend of challenges such as project complexity, diverse workforce, and dynamic
environments, makes for an intriguing setting to study these elements. Both leadership
approaches and organizational behaviors have considerable implications on the
functioning, culture, and performance of construction companies.

The Nigerian and UK construction sectors, while seemingly disparate in context and
culture, both hold significant importance in their respective regions. Nigeria, being the
giant of Africa, has a construction industry that reflects its growing aspirations and
challenges. The UK, with its rich history and established industrial base, offers a
mature construction industry rife with its own set of complexities. The cultural,
economic, and structural variations between these two countries set the stage for a
compelling comparative analysis of leadership styles and organizational behaviors
within their construction sectors.

This chapter aims to provide an in-depth literature review on the existing theories,
research, and insights concerning leadership styles and organizational behavior,
primarily within the domain of construction. It endeavors to lay the foundation for
understanding the significance, challenges, and nuances of these concepts, particularly
in the Nigerian and UK contexts. By doing so, this chapter sets the groundwork for
the subsequent analysis and findings, helping to bridge the current gaps in academic
knowledge and practice.

2.1 Conceptual Review

2.1.1 Leadership Styles

Leadership, at its core, embodies the intricate art of exerting influence upon a
collective of individuals (Kolzow 2014), thereby propelling them towards the
attainment of a shared objective. According to (Khan et al. 2020), when embarking
upon an exploration of leadership styles, it is imperative to comprehend them as
discrete methodologies and conduct patterns that leaders embrace in order to inspire,
direct, and oversee their teams. These styles are not just methods or strategies but

Page 13
encapsulate the very essence of how leaders interpret and act upon their roles within
an organization.

Figure 2.1: A study by (Nanjundeswaraswamy and Swamy 2015) through empirical

review identified multiple leadership styles organizations employ

Page 14
In an organizational context, the leadership style adopted plays a pivotal role in
molding the company's direction and vision (Akparep, Jengre and Mogre 2019). For
instance, a participative leader might consult team members, ensuring collective
consensus and alignment with the organizational vision. On the contrary, an autocratic
leader might provide a direction that, although non-negotiable, is clear in its intent.

The style of leadership also significantly impacts the organizational culture and
climate (Ko and Kang 2019; Klein, Wallis and Cooke 2013). Transformational
leaders, for instance, are known to create an environment that values innovation (Li et
al. 2019), encouraging employees to think outside the box and consistently improve.
Transactional leaders, conversely, might cultivate a more structured environment,
emphasizing clearly defined tasks and rewards (Klein 2023).

Employee motivation and engagement levels, too, are intricately tied to the leadership
style in play (Altheeb 2020; Oliver 2012). For example, servant leadership, a style
where leaders prioritize the needs and growth of their team members, often leads to
heightened morale and motivation within the workforce.

Furthermore, the leadership approach chosen dictates the decision-making processes

(Al Khajeh 2018). Organizations with autocratic leaders might witness centralized
decision-making, while those with democratic leaders could encourage a more
distributed and participative approach to decisions (Rosing, Boer and Buengeler
2022). The style of leadership also determines how conflicts, an inevitable aspect of
organizational dynamics, are resolved (Smiley 2018). Some leaders might favor
collaboration, seeking consensus-driven solutions, whereas others might adopt a more
directive stance.

In the realm of change management, the leadership style becomes particularly crucial
(Mansaray 2019). Organizations are in a perpetual state of evolution, and the
adaptability to change often hinges on the leadership style. Leaders that foster open
communication and feedback typically create environments that are more receptive to
and effectively manage change (Steinmann, Klug and Maier 2018).

For industries like construction, where projects are multifaceted, time-sensitive, and
resource-intensive, leadership becomes even more critical. The chosen leadership
style can have far-reaching implications on project outcomes, team interactions, and
relations with stakeholders. As this study ventures into a comparative analysis of

Page 15
Nigerian and UK construction companies, understanding the intricacies of leadership
styles provides a foundation for exploring their organizational behaviors and
practices.

2.1.2 Autocratic Leadership

Autocratic leadership, often regarded as authoritarian leadership, is a style

characterized by individual control over all decisions with minimal input from team
members (Nickerson 2022). It typically involves the leader making choices based on
their judgment and ideas, and rarely accepting advice from followers (Northouse
2019). The core characteristics of autocratic leadership are clear expectations, high
control, and singular decision-making. Such leaders exert significant authority, and
decision-making processes tend to be centralized.

Prevalence in Nigerian and UK Construction Industries

In the context of the Nigerian construction sector, there is evidence suggesting that
companies, especially the indigenous ones, tend to favor a more autocratic approach
to leadership (Oyetunji, Adebiyi and Olatunde 2019; Ameh and Odusami 2014;
Iranica, Ameh and Odusami 2014). This is influenced by cultural factors where
hierarchy and seniority are valued, and decisions by the elder or the superior (Yates
and de Oliveira 2016; Galanou and Farrag 2014), in the context of organizations, are
rarely questioned (Obeidat et al. 2016). Furthermore, the Nigerian industry's
challenges, such as infrastructure deficits and the need for swift decisions in the face
of bureaucratic hurdles (Waziri, Garga Bukar and Mu'azu 2014), could make
autocratic leadership seem favorable.

Conversely, the UK construction industry, with its advanced regulatory framework

and collaborative work culture, has been experiencing a shift (Shojaei and Burgess
2022; Pheng and Hou 2019; World Economic Forum 2016; Walters 2010). Although
historically autocratic leadership was more prevalent, contemporary practices
emphasize more on decentralized decision-making (Murtagh, Scott and Fan, 2020).
Yet, it's essential to understand that autocratic tendencies might still persist, especially
in high-pressure scenarios demanding quick decisions.

Page 16
2.1.3 Advantages and Disadvantages of Autocratic Leadership in the
Construction Sector

In the construction sector, autocratic leadership can offer certain advantages. Given
the time-sensitive nature of many construction projects, quick decisions are often
essential (Khahro et al. 2023). Autocratic leaders, through their implementation of
centralised decision-making (Akparep, Jengre and Mogre 2019), possess the capacity
to guarantee the adherence of projects to predetermined timelines, thereby mitigating
any potential setbacks arising from protracted decision-making procedures. Moreover,
in circumstances wherein team members may lack the requisite expertise, it can prove
advantageous for decisions to be entrusted to individuals possessing greater
experience and erudition.

However, there are notable disadvantages to this style, especially in a sector as

collaborative as construction. Autocratic leadership can stifle creativity and
discourage team members from offering innovative solutions (Khuong and Hoang
2015; Germano 2011). This can be particularly detrimental in complex projects where
diverse perspectives can significantly enhance problem-solving. Moreover, the limited
involvement in decision-making can adversely affect team morale, leading to reduced
productivity and even increasing turnover rates (Wolor et al. 2022; Suraihi et al.
2021). Studies have indicated that prolonged exposure to autocratic leadership in the
construction sector can result in reduced job satisfaction and increased stress among
employees (Oh, Kim and Kim 2023; Asim et al. 2021).

In conclusion, while autocratic leadership might offer certain benefits in terms of

decision-making speed and clarity, it's essential to weigh these against the potential
drawbacks, particularly in industries like construction where collaboration,
innovation, and team morale are critical for success.

Page 17
2.1.4 Participative Leadership

Participative leadership, frequently identified as democratic leadership, hinges on the

collaborative approach of involving team members in the decision-making process
(Wang, Hou and Li 2022). The leader, while retaining the final authority, encourages
feedback, ideas, and suggestions from subordinates, ensuring that their voices are
heard and valued (Lewin, Lippitt, and White, 1939). Such leadership thrives on
consensus building, promoting an environment where every team member feels a
sense of ownership and responsibility towards organizational outcomes. The
distinguishing attributes of this style encompass collective decision-making, open
communication, and fostering a sense of team collaboration (Abubakar et al. 2019).

Relevance and Implementation in Nigerian and UK Construction Industries

Within the Nigerian construction sector, participative leadership, while not as

traditionally dominant as autocratic styles (Longe 2014), has seen a gradual rise,
particularly in more urban settings and with the younger generation of entrepreneurs.
As the Nigerian industry strives for modernization and enhanced collaboration, there's
a growing recognition of the importance of pooling diverse expertise and local
knowledge, especially in large-scale projects that involve intricate socio-economic
dynamics (Achumba, Ighomereho and Akpor-Robaro 2013).

On the other hand, the UK construction industry, given its mature market dynamics
and emphasis on collaborative frameworks, has been more receptive to participative
leadership. With complex projects and multifaceted teams often spanning across
regions, the value of collective input is unmistakably recognized (McAleer, 2019).
Moreover, the UK's legal and regulatory frameworks, which endorse collaborative
contracts and joint ventures, indirectly bolster participative leadership practices
(Murtagh, Scott and Fan, 2020).

2.1.5 Pros and Cons of Participative Leadership in the Context of the

Construction Industry

Page 18
The advantages of participative leadership in construction are manifold. This style
fosters an environment of trust and respect, allowing team members to feel valued and
thus more motivated (Canavesi and Minelli 2021). By pooling diverse perspectives,
it's more likely that innovative solutions to challenges will emerge. In construction,
where unforeseen obstacles are frequent, such collective problem-solving can prove
invaluable (Hagemann and Kluge 2017). Moreover, the sense of shared responsibility
can boost project ownership among team members, often translating into better
quality work and adherence to timelines.

However, participative leadership is not devoid of challenges, especially in the

construction domain. One of the most voiced concerns is the potential delay in
decision-making, as building consensus can be time-consuming (Hartog and Belschak
2012). Due to the temporal constraints inherent in numerous construction endeavours,
such untimely interruptions may lead to financial excesses. Moreover, in situations
wherein team members exhibit a deficiency in the requisite expertise or contextual
comprehension, the integrity of collective decisions may be compromised.

In summary, participative leadership presents a dynamic and collaborative approach

that proves advantageous to the contemporary construction industry. This leadership
style places a strong emphasis on the amalgamation of collective wisdom and
seamless integration of teams. Nevertheless, the efficacious implementation of said
concept requires a meticulous equilibrium in order to guarantee judicious and well-
informed determinations.

Page 19
2.1.6 Transformational Leadership

Figure 2.2: According to (Shafi et al. 2020). there is a relationship between

transformational leadership and organizational innovation and creativity which falls
under organizational behavior

Transformational leadership, initially conceptualized by Burns (1978), is

characterized by its capacity to inspire and motivate followers to exceed their initial
expectations and achieve remarkable outcomes. Leaders exhibiting this style are often
visionary, stimulating their teams with a shared purpose, fostering an environment of
trust, respect, and admiration (Hughes et al. 2018). Such leaders not only set high
standards but also encourage their followers to partake in the vision by addressing
higher-level needs and values. They emphasize intellectual stimulation, individualized
consideration, and charisma or inspirational motivation (Khan, Amin and Saif 2022).

Implementation in Nigerian and UK Construction Industries

In the Nigerian construction industry, the echoes of transformational leadership are

somewhat nascent but growing (Ikediashi, Chidi and Doctor 2023). With Nigeria's
evolving economic landscape and the push for infrastructural growth, there's a
demand for leaders who can inspire teams to envision the broader nationalistic goal
and drive them towards excellence (Chete et al. 2014). However, traditional
hierarchical structures and cultural nuances have often posed challenges to fully
embracing this leadership style. Yet, with the influx of multinational construction

Page 20
firms and increasing exposure to global best practices, there's a gradual shift towards
acknowledging the benefits of transformational leadership (Chen et al. 2018).

The UK construction industry, with its longstanding tradition of complex, innovative

projects and multi-disciplinary teams, finds natural alignment with transformational
leadership (Zhang, Zheng and Darko 2018). The industry, particularly post the digital
revolution and amidst sustainability challenges, requires leaders who can envision the
future, drive innovation, and mobilize diverse teams towards a shared goal (Franco
2022). Furthermore, with an emphasis on environmental sustainability, leaders in the
UK construction sector are often tasked with inspiring teams to embrace new
technologies and practices, making transformational leadership imperative (Boeske
2023).

Impacts and Potential Pitfalls of Transformational Leadership in Construction

The potent impact of transformational leadership in construction is evident through its

ability to drive innovation, boost team morale, and achieve exceptional outcomes
(Zhu and Huang 2023). Given the unique challenges of construction projects -
fluctuating scopes, tight budgets, stringent timelines - the ability of transformational
leaders to rally a team around a shared vision can lead to improved project outcomes
and heightened stakeholder satisfaction (Ali et al. 2021).

However, transformational leadership in construction is not without pitfalls. A

primary concern is the potential for such leaders to become so engrossed in their
vision that they overlook the granular details, risking project feasibility and
practicality (Barling, Christie and Turner 2007). Furthermore, in cultures or settings
where autocratic decision-making is the norm, transformational leadership approaches
can face resistance, thereby stifling the leader's efficacy (Du, Li and Luo 2020).
Moreover, without appropriate checks and balances, there's a risk of such leadership
verging into the realm of charisma without substance, potentially misleading teams
and jeopardizing projects.

In summary, it can be inferred that transformational leadership presents a visionary

and inspiring approach to leadership, particularly relevant to the dynamic
requirements of the construction sector. However, its effective application

Page 21
necessitates a comprehensive comprehension of both the overarching vision and the
practical intricacies at the operational level.

2.1.7 Transactional Leadership

According to Figure 2.3: According to (Baškarada, Watson and Cromarty 2014),

transactional leadership encourages exploitation

Transactional leadership, a term popularized in the contrasting studies alongside

transformational leadership by Burns (1978), can be defined as a leadership style
rooted in the foundational principles of exchanges or transactions between leaders and
followers. Here, leaders provide clear instructions and rewards or punishments based
on performance or outcomes (Meirinhos et al. 2023). It is a style largely contingent
upon established procedures, routine tasks, and clear hierarchies. The main attributes
encompass contingent rewards, management by exception (active and passive),
wherein leaders intervene when team members deviate from standards (Akpan 2023;
Taylor 2012).

Usage in Nigerian and UK Construction Industries

In the Nigerian construction landscape, transactional leadership has a relatively strong

foothold, owing to the industry's longstanding cultural and bureaucratic approaches
(Olasunkanmi, Ikediashi and Ajiero 2023). Given the intricate and often bureaucratic
processes involved in Nigerian construction, ranging from land acquisition to securing

Page 22
permits and navigating diverse stakeholder interests, there is a tangible need for
clearly defined roles, tasks, and accountabilities (Oluwatayo, Timothy and Ayodeji
2019). Moreover, the dominance of local firms operating on traditional hierarchical
principles often sees leaders using rewards and reprimands as tools for ensuring
project progression and compliance.

The UK construction industry, while advanced and often innovation-driven, still finds
segments where transactional leadership thrives (Eva et al. 2019). Particularly in areas
requiring precise execution, adherence to safety regulations, and when managing
large, multifaceted teams, leaders might lean on transactional methods to ensure
consistency and alignment with predefined standards (Murray 2019). Yet, with
increasing digitalization and the movement towards agile methodologies, the
dominance of purely transactional leadership appears to be waning in favour of more
adaptive styles.

Benefits and Limitations in the Construction Setting

The strength of transactional leadership in construction lies in its ability to provide

clear direction and expectations, ensuring that projects progress within the stipulated
parameters (Aarons 2016). Especially in high-risk environments where safety is
paramount, the predictability and routine offered by this style can be invaluable
(Turner and Müller 2021). Moreover, for projects with fixed budgets and tight
timelines, transactional leadership offers a structure that minimizes ambiguities.

However, the limitations of a purely transactional approach are significant, especially

in a dynamic industry like construction. Over-reliance on this style can stifle
creativity and innovation, as team members might become risk-averse, only aiming to
meet the minimum requirements to gain rewards or avoid penalties (Bass and
Steidlmeier 1999). Furthermore, in multicultural settings like many modern
construction sites, a rigidly transactional approach might not account for cultural
nuances, potentially leading to reduced team cohesion and morale. Lastly, while it can
ensure compliance, transactional leadership might not inspire the commitment and
passion required to navigate the unpredictable challenges inherent to the construction
realm.

Page 23
To encapsulate, while transactional leadership has historically served construction
sectors in both Nigeria and the UK, its efficacy in the face of evolving industry needs,
especially the demand for innovation and adaptability, is increasingly under scrutiny.

2.2 Organizational Behavior in the Construction Industry

Figure 2.4: According to (Warner et al. 2019), there are three levels of organizational
behavior

In a domain as multifaceted and dynamic as construction, understanding the nuances

of organizational behavior offers a strategic advantage. Organizational behavior,
which delves into human behavior within organizational settings, acts as a compass,
guiding leadership and strategic endeavors (Warner et al. 2019).

2.2.1 Importance of Organizational Behavior

Delving into the intricacies of the construction industry reveals its inherent
complexities, with diverse teams, tight schedules, and a necessity for precision. Such

Page 24
an environment warrants an in-depth understanding of organizational behavior.
(Robbins and Judge 2015) argue that the understanding of organizational behavior
facilitates better management of personnel and resources, ultimately ensuring optimal
performance. Especially in industries like construction, where projects often carry
high stakes, both in financial terms and potential societal impact, the significance of
such understanding is amplified. Moreover, understanding team dynamics,
motivation, and communication patterns can lead to improved safety, efficiency, and
project outcomes (Sacks, Perlman and Barak 2013).

2.2.2 Communication in Construction

Figure 2.5: (Onyegiri and Nwachukwu 2011) note that ICT is now being applied for
communication in the construction industry

The success of construction projects often hinges on effective communication. It

encompasses everything from design discussions and progress reporting to safety
protocols. There are several types of communication in this context, including verbal,
written, non-verbal, and electronic (Willkomm 2018). The rise of technology has
amplified the importance of digital communication platforms in construction.

Contrasting communication practices between Nigeria and the UK offer insights into
cultural and infrastructural differences. In Nigeria, while digital methods are

Page 25
emerging, face-to-face and phone communication remain dominant due to network
limitations and a cultural preference for direct interactions (Olugbode, Richards and
Biss 2007). On the other hand, the UK, with its advanced digital infrastructure and
multicultural work environments, leans heavily on standardized electronic
communication tools, ensuring clarity and record-keeping (Gorse and Emmitt 2007).

2.2.3 Decision-making Processes

Figure 2.6: According to (Oorschot, Halman and Hofman 2019), the process of
contractor selection, price selection, and selection based on added value to the project
entails a comprehensive evaluation and discernment of various factors. This
multifaceted approach necessitates a meticulous analysis of potential contractors, a
judicious consideration of pricing structures, and a discerning assessment of the value
that each contractor brings to the project.

Decisions in construction dictate project trajectories. Whether it is about resource

allocation, design choices, or issue resolution, effective decision-making is paramount
(Szafranko 2017). Centralized decision-making, where decisions originate primarily
from top-tier management, has historical roots in Nigerian construction firms,
reflecting traditional power dynamics and hierarchical business structures (Tedla
2019). This contrasts with the UK, where many construction firms adopt a
decentralized approach, empowering on-site managers and even teams to make

Page 26
decisions (Egan, 1998). The latter approach, while fostering flexibility and swift
response, requires robust communication frameworks to prevent misalignments.

2.2.4 Employee Engagement and Motivation

Figure 2.7 The empirical findings of (Shaheen and Farooqi 2014) indicate a
noteworthy and favourable influence of employee motivation on the levels of
employee commitment, job involvement, and employee engagement.

Employee engagement is the emotional commitment an employee has towards their

organization and its goals, which can lead to higher performance levels (Kruse 2015).
In contrast, motivation encompasses the reasons behind employees' willingness to
exert effort in their roles (Forson et al. 2021). Both are crucial in the high-pressure
environment of construction.

Comparatively, Nigeria's construction industry grapples with lower employee

engagement levels than the UK, often attributed to factors like inconsistent
remuneration, job security concerns, and limited avenues for professional growth. The
UK's construction sector, although not without its challenges, generally witnesses
higher engagement, thanks in part to structured training programs, clearer career
progression paths, and stringent labor welfare regulations (Killip 2020).

Page 27
Various factors influence motivation in the construction sector. Beyond
compensation, aspects like job satisfaction, organizational culture, opportunities for
growth, and the tangible impact of one’s work play significant roles (Mowday et al.
2013). Construction, with its tangible outcomes (structures and edifices), can offer
profound intrinsic motivation, but harnessing this requires organizations to ensure
their teams feel valued, informed, and involved.

In essence, the intricate tapestry of the construction sector, whether it be in Nigeria,

the United Kingdom, or any other location, necessitates a discerning comprehension
of transnational behaviour. By employing proficient communication techniques,
employing a strategic approach to decision-making, and placing a strong emphasis on
the engagement and motivation of their workforce, construction enterprises can
adeptly navigate the obstacles that arise, thereby guaranteeing triumph in their
projects and fostering enduring expansion.

2.3 Cultural and Contextual Influences on Leadership and Organizational

Behavior

Figure 2.8: The development of this model by (House et al. 2002) was achieved
through the integration of various theoretical frameworks, namely implicit leadership
theory, value and belief theory of culture, implicit motivation theory, and structural

Page 28
contingency theory of organizational form and effectiveness. The fundamental tenet
of this comprehensive framework posits that the distinguishing characteristics and
entities that demarcate various cultures possess prognostic value in determining the
organizational practices and leader attributes that are most commonly enacted and
perceived as efficacious within said cultures. The nexus between culture, leadership,
and organizational behavior is both intricate and influential. Cultural norms and
practices play a pivotal role in shaping the managerial fabric of an organization,
which in turn impacts organizational behavior (Tsai 2021). This interplay is
particularly evident when contrasting regions with distinct cultural contexts, such as
Nigeria and the UK.

2.3.1 Role of Culture in Shaping Leadership Styles

Figure 2.9: A comprehensive framework for the cultivation of organizational culture

and the enhancement of performance through the lens of Transformational Leadership
(Flemming and Flemming 2017).

Culture is often described as the collective programming of the mind distinguishing

one group from another (Hofstede 2011). It encompasses shared beliefs, values,
practices, and implicit rules that permeate various levels of societal interaction. Such
nuances inevitably shape leadership styles and organizational frameworks. For
instance, in a country like Nigeria, with its rich ethnic diversity and communal values,

Page 29
leadership tends to favor a more paternalistic approach. This reflects the broader
societal norms where elders or leaders are revered and are expected to make decisions
for the collective (Tomaszewski 2018). The UK, with its historically individualistic
and low power-distance culture, often sees more inclusive, participative leadership
styles (Ashikali, Groeneveld and Kuipers 2020). The leaders aim for consensus and,
in many instances, are seen as first among equals.

However, with globalization, there's a melding of cultural values, leading to more

hybrid leadership styles. Some Nigerian organizations are integrating more
participative forms of leadership as they interface with international clients and
partners. Similarly, many UK organizations, in the face of increasing
multiculturalism, are becoming more adaptive, recognizing the value of diverse
leadership approaches.

2.3.2 Economic, Regulatory, and Industry-specific Contexts

Beyond culture, economic conditions, regulatory frameworks, and industry-specific

dynamics critically shape leadership and organizational behavior (Reilly 2020; Jones
2013). In the realm of construction, external factors like market volatility, government
policies, technological advancements, and global economic trends play a decisive
role.

For instance, the Nigerian construction sector, historically reliant on oil revenues,
faces unique challenges tied to global oil prices (Gylych et al. 2022). Leaders must be
agile, adapting to the boom-bust cycles of the oil economy. Regulatory-wise, the
Nigerian construction industry is grappling with issues like inconsistent policy
implementation and bureaucratic bottlenecks (Ebekozien 2020). In contrast, the UK,
with a more diversified economy and a stable regulatory framework, sees its
construction leaders focusing on challenges like labor shortages, Brexit implications,
and embracing green technologies (ElCheikh et al. 2020).

Industry-specific contexts also loom large. The rapid digitization of construction

practices, like Building Information Modeling (BIM), necessitates leaders who are
tech-savvy and can drive digital transformation while managing the accompanying
change resistance (Olanipekun and Sutrisna 2021).

Page 30
2.3.3 Challenges and Opportunities

While both Nigeria and the UK's construction sectors have their respective
challenges, they're not devoid of opportunities. In Nigeria, infrastructural deficits
present a vast potential for growth. However, issues like corruption, lack of skilled
labor, and finance constraints pose significant hurdles (Idoro, 2012). Leadership here
needs a balance of visionary zeal and pragmatic problem-solving. The UK
construction sector, while mature, is at the cusp of technological revolutions, from
sustainable building practices to AI-driven project management (Fei et al. 2021).
Leaders are required to be forward-looking, championing innovation while ensuring
profitability. To harness these opportunities, both regions would benefit from
leadership development programs, knowledge exchanges, and fostering a culture of
continuous learning. Encouraging cross-cultural collaborations can also imbue
organizations with a broader perspective, ultimately leading to better decision-making
and enhanced project outcomes.

In summary, the intricate interplay between cultural dynamics and contextual

variables exerts a profound influence on the realm of leadership and organisational
behaviour within the construction sector. In light of the ever-changing global milieu,
it is imperative to grasp the intricacies of these dynamics, as they assume utmost
significance in fostering enduring progress and prosperity in both Nigeria and the
United Kingdom.

2.4 Theoretical Framework

In any scholarly investigation, the theoretical framework serves as the bedrock,

elucidating the perspectives and conceptual underpinnings that drive the research. For
our exploration into leadership styles and organizational behavior within the
construction sectors of Nigeria and the UK, a multi-theoretical approach is adopted,
ensuring a holistic and nuanced understanding of the intertwined phenomena.

Page 31
Leadership Theories

At the core of our research lie several leadership theories that explain how leaders
operate and influence their organizations. The Trait Theory posits that certain inherent
traits predispose individuals to effective leadership (Stogdill, 1974). While this theory
offers insights into innate leadership qualities, the Situational Leadership Theory
emphasizes the importance of leaders adapting their style based on the situation or the
maturity level of their subordinates (Hersey, Blanchard and Johnson 1996). This is
particularly salient in construction settings, where project-based teams may vary
significantly in composition and expertise.

Given the cultural contexts of Nigeria and the UK, the Cultural Leadership Theory
also finds relevance. House et al.'s (2004) GLOBE study, for instance, provides
nuanced insights into how leadership perceptions and preferences vary across
cultures. This understanding is pivotal when dissecting the leadership tendencies in
two distinct cultural arenas.

Organizational Behavior Theories

The study of organizational behaviour encompasses a complex and multifaceted

realm, wherein the exploration of various theories becomes paramount in order to
effectively navigate its intricacies (Crail, 2023). The Social Systems Theory posits
that organizations bear resemblance to living organisms, wherein interdependent
components exert mutual influence upon one another (Scott et al., 2017). In light of
the inherently collaborative nature of construction endeavours, it is imperative to
comprehend the intricate dynamics at play between the various components involved,
be they human or procedural in nature.

Furthermore, it is worth noting that the Motivation-Hygiene Theory, as proposed by

Herzberg in 1964, and the Equity Theory, as postulated by Adams in 1963, offer
valuable perspectives through which one can delve into the intricate dynamics of
employee motivation and satisfaction. Considering the intricate nature of construction
endeavours, characterized by stringent time constraints, arduous physical exertion,

Page 32
and the collaboration of diverse specialists, comprehending the factors that instigate
or undermine the drive of employees assumes paramount significance.

Contextual Theories

To factor in the unique characteristics of the construction sectors in Nigeria and the
UK, the Contingency Theory becomes valuable. It underscores that organizational
success depends on various factors, including external environment and
organizational size (Joseph and Kibera 2019). Given the peculiar challenges in each
country—like Nigeria's regulatory challenges or the UK's Brexit ramifications—
leaders must adopt strategies contingent on these contexts.

Conclusively, this conceptual framework, which encompasses the domains of

leadership, organizational behaviour, and contextual paradigms, presents a sturdy
structure for our scholarly investigation. After traversing this vast expanse of
knowledge, readers are now prepared to delve into the empirical aspects of our study,
comprehending not only the factual details but also the underlying reasons behind the
observed phenomena in the construction industries of Nigeria and the United
Kingdom. As we progress towards the subsequent chapters, this fundamental
comprehension will shed light upon the methodologies embraced, the discoveries
unearthed, and the implications derived.

2.5 Summary and Gaps in Literature

The realm of leadership styles and organizational behavior in the construction

industry is both intricate and expansive. As delineated in the literature review, the
nuances of leadership—ranging from autocratic to transformational and transactional
styles—each bring forth distinct attributes, challenges, and merits. The industry,
particularly in contexts like Nigeria and the UK, experiences these styles differently,
influenced by cultural, economic, and industry-specific intricacies. It becomes clear
that leadership isn't a one-size-fits-all approach, and adaptability based on cultural and
situational contexts is essential.

Page 33
Organizational behavior, on the other hand, delves deep into the inner workings of the
construction industry, spotlighting elements like communication, decision-making,
and employee engagement. It's evident that effective communication, whether it is
centralized or decentralized decision-making, plays a pivotal role in ensuring project
successes. Moreover, the comparative study between Nigeria and the UK reveals both
shared challenges and distinct obstacles, influenced by varying cultural, economic,
and regulatory environments.

Yet, despite the vast breadth of literature available, several gaps persist. A glaring one
is the comparative analysis of leadership styles in the Nigerian and UK construction
sectors. While each context has been explored in silos, there's a dearth of
comprehensive, side-by-side evaluations. Such a comparison could yield insights into
best practices and strategies adaptable across both regions.

Additionally, while many studies have delved into organizational behavior facets like
communication or decision-making, there's limited exploration on how the interplay
of these elements affects project outcomes. Does decentralized decision-making in
Nigerian construction firms lead to better employee satisfaction but longer project
durations? How does the UK's more structured regulatory environment impact
leadership flexibility in construction projects? These are questions that the literature
doesn't fully answer.

This research, therefore, seeks to bridge these gaps. By offering a comparative

analysis, exploring the interconnectedness of organizational behavior elements, and
shedding light on the impact of digitalization, it aspires to enhance the understanding
of leadership and organizational behavior in the construction sectors of Nigeria and
the UK, laying the groundwork for future studies and practical applications.

Page 34
 3. CHAPTER THREE: METHODOLOGY

In any research venture, the methodology serves as the architectural blueprint, guiding
the direction, execution, and validation of the study's findings. As this research
navigates the intricate terrains of leadership styles and organizational behavior within
the construction industries of Nigeria and the UK, an adept and robust methodology
becomes paramount. This chapter is dedicated to elucidating the methodological
choices made, ensuring that the research's objectives are met with precision, clarity,
and academic rigor. From the research design, data collection techniques, to the
analysis methods employed, each aspect will be detailed and justified, setting a clear
path for the subsequent stages of this study. Through this methodological discourse,
the reader will gain insight into not only the 'what' and 'why' of the research but also
the 'how', thus ensuring a comprehensive understanding of the study's foundation and
framework.

3.1 Research Philosophy

Research philosophy pertains to the fundamental nature and beliefs regarding the way
knowledge is constructed, approached, and understood. It underpins the entire
research process, shaping the questions asked and the methods chosen to answer those
questions (Saunders, Lewis and Thornhill 2012). There are several philosophies in
research, including positivism, interpretivism, realism, and pragmatism, each with its
foundational beliefs.

Positivism, often favored in the natural sciences, posits that only observable and
measurable phenomena can provide authentic knowledge (Eriksson & Kovalainen,
2008). This philosophy argues for an objective reality and often supports quantitative
research methods to gather empirical evidence. In the context of studying leadership
styles and organizational behavior, a positivist might rely heavily on structured
surveys or statistical analyses to understand trends and correlations within the
construction industry.

Page 35
On the other hand, interpretivism leans towards the understanding that reality is
constructed by human interpretations and experiences, thus placing emphasis on the
subjective and qualitative aspects of research (Kivunja and Kuyini 2017). An
interpretive researcher in our context might prioritize in-depth interviews, aiming to
understand the nuanced perceptions and experiences of individuals within the
construction sector.

Realism combines aspects of both positivism and interpretivism, asserting that there is
a reality independent of our beliefs but our understanding of this reality is always
interpreted through our sensory and cognitive faculties (Žukauskas, Vveinhardt and
Andriukaitienė 2018; Mingers 2000). Realism might guide a mixed-methods study,
incorporating both quantitative and qualitative methods to paint a holistic picture of
leadership styles in the construction industry.

Lastly, pragmatism centers on the belief that the value of any theory or concept lies in
its practical utility. Pragmatists argue that the choice between qualitative and
quantitative should be based on what best answers the research question, rather than
any philosophical allegiance(Creswell and Creswell 2018). In our study's context, a
pragmatist might switch between or combine methodologies to yield the most
comprehensive insights.

Page 36
Figure 3.1: understanding the research approaches and philosophies (Saunders et al.
2019)

In assessing the various philosophical underpinnings available for academic research,

the interpretivist paradigm emerges as the most suitable for this study on leadership
styles and organizational behavior in the construction industry, especially within the
Nigerian and UK contexts. The constructivist nature of interpretivism aligns
seamlessly with the study's objectives, as it values the subjectivity of human
experience and the varied interpretations that arise from different cultural and
contextual influences (Bryman, 2016). The construction industry in both Nigeria and
the UK is marked by its rich tapestry of cultural, economic, and social intricacies,
which can't be fully understood through a purely positivist or objective lens.
Interpretivism allows for a deeper dive into the nuances, perceptions, and lived
experiences of individuals in the sector, capturing the richness of their perspectives on

Page 37
leadership and organizational behavior. By adopting this philosophy, the research
does not just aim for surface-level observations but seeks to understand the underlying
meanings, interpretations, and sentiments that guide behaviors and beliefs in the
construction industry (Denzin and Lincoln 2019). Thus, an interpretivist stance not
only aligns with the research objectives but also provides the most holistic, in-depth,
and culturally sensitive approach to the study.

3.2 Research Approach

The research approach describes the path taken to answer the research questions,
typically classified into deductive and inductive approaches. A deductive approach, as
described by Sekaran & Bougie (2016), starts with a theory or hypothesis, designs a
research strategy to test this theory, and then examines the data to confirm or refute
the theory. It is often associated with the positivist research philosophy and
quantitative research methods.

Conversely, the inductive approach commences without a clear theory in mind and
seeks patterns from the data to construct theories (Dudovskiy 2021). Inductive
research is often exploratory, linked with interpretivism, and frequently employs
qualitative methods.

Upon detailed evaluation of various research approaches, the inductive research

approach emerges as the most fitting for this study, especially when examining the
intricacies of leadership styles and organizational behavior in the construction
industry within the contexts of Nigeria and the UK. The inductive approach, which
emphasizes generating theory as the outcome of research (Saunders, Lewis, &
Thornhill, 2012), is apt for understanding and theorizing the nuanced dynamics and
cultural influences within the construction sector of these two diverse regions. Rather
than beginning with a pre-existing theory and trying to confirm it, the study will
benefit more from a ground-up exploration, allowing the unique characteristics and
experiences of these regions to shape the research outcomes. The construction
industry, replete with its socio-cultural intricacies, demands an approach that can
provide fresh insights and tailor-made solutions, which the inductive approach
facilitates (Creswell & Poth, 2018). Moreover, it allows for a more flexible
exploration, accommodating unforeseen variables and factors that might emerge
during the study. Therefore, embracing an inductive research approach not only

Page 38
facilitates the capture of grassroots nuances but also ensures the generated findings
are most reflective and authentic to the studied contexts.

3.3 Research Method

Figure 3.2: A brief overview of pros and cons of various qualitative and quantitative
research methods

The classification of research methods can be broadly delineated into qualitative,

quantitative, and mixed methods, with the selection thereof being profoundly
influenced by the research inquiry and underlying philosophical framework
(Silverman, 2016).

Quantitative research focuses on numerical data and statistical analysis. It aims to

identify patterns, test hypotheses, and establish relationships between variables
(McLeod 2023). For instance, if one wanted to gauge the prevalence of a particular
leadership style within the Nigerian construction sector, a quantitative survey
distributed among a large number of professionals might be appropriate.

Qualitative research, on the other hand, emphasizes exploring phenomena in-depth,

often through methods like interviews, observations, or content analysis. It is rich in
detail and provides a deeper understanding of a subject (Denzin & Lincoln, 2011). If
the research sought to understand why a specific leadership style is favored in the

Page 39
UK's construction sector, then in-depth interviews with industry leaders could provide
those intricate insights.

Mixed methods combine both quantitative and qualitative techniques. (Dawadi,

Shrestha and Giri 2021) suggest that this method can provide a more comprehensive
perspective on the research topic. If the study aims to both measure the prevalence of
and understand the reasons behind leadership styles in the construction sectors of
Nigeria and the UK, a mixed-methods approach would be ideal.

Having explored various research methods, the mixed-method approach presents itself
as the most beneficial for investigating leadership styles and organizational behavior
in the construction industry, especially within the Nigerian and UK contexts. The
complexity and depth of the subject matter necessitate a method that encapsulates
both the quantifiable aspects and the intricate qualitative narratives. A mixed-method
approach offers a holistic perspective, combining the rigor and generalizability of
quantitative methods with the depth and richness of qualitative methods. Such an
approach will enable the study to capture statistical trends, relationships, and patterns
while simultaneously uncovering deep-seated cultural nuances, personal experiences,
and contextual insights specific to the construction sectors of Nigeria and the UK.
Given that leadership styles and organizational behavior are influenced by both
measurable factors and subjective experiences, it's imperative to employ a method
that doesn't privilege one over the other but instead sees them as complementary
(Creswell and Clark 2019). Therefore, by adopting the mixed-method approach, this
research ensures a comprehensive, multi-faceted, and robust exploration of the study's
objectives, fostering a richer understanding and more actionable conclusions.

3.4 Method of Data Collection

Page 40
Figure 3.3: Pros and cons of different methods of data colection

Data collection, the heart of any research venture, dictates the quality and relevance of
the results produced. The method chosen is paramount in ensuring the research
question is answered comprehensively and the objectives are met (Flick 2022).
Broadly, data collection methods can be categorized as primary or secondary.

Primary data collection involves directly sourcing information for the specific purpose
of the research. For the study of leadership styles and organizational behavior in the
construction industry, this could entail surveys, in-depth interviews, focus group
discussions, or direct observations. Surveys, especially online or paper-based, can

Page 41
provide vast amounts of data quickly from a large population (Neuman 2013; Neuman
2003). However, they may lack depth. In-depth interviews, on the other hand, provide
detailed insights but can be time-consuming and may only be feasible with a limited
number of participants (Brinkmann and Kvale 2015). Focus groups are similar but
involve discussions among groups, which can offer diverse viewpoints in a
collaborative setting (Krueger and Casey 2015).

Secondary data collection involves gathering existing data or records that were not
originally collected for the research in question. This could include industry reports,
previous academic studies, or organizational records. While these can provide
valuable insights without the cost or effort of primary data collection, the data might
not be perfectly tailored to the research question (Kumar and Dubey 2021).

After comprehensive consideration of various data collection methodologies, it has

been determined that semi-structured interviews, coupled with questionnaires, will be
the most effective approach for this research on leadership styles and organizational
behavior in the construction industry. This decision is rooted in several factors.
Firstly, the semi-structured interviews provide an opportunity for participants to freely
express their perspectives, thereby capturing the rich, nuanced insights from
professionals in the Nigerian and UK construction sectors (Bryman, 2016). These
interviews, by their very nature, will allow for adaptability, enabling the researcher to
delve deeper into unexpected avenues of discussion or to clarify ambiguous
responses. Concurrently, the use of questionnaires offers a systematic and quantifiable
method to garner broad insights across a larger sample size, ensuring
representativeness and statistical validity (Young 2015). By combining these two
methods, the research can obtain both the depth and breadth of information essential
for a comprehensive understanding of leadership styles and their impact in diverse
settings. This dual method ensures that while the qualitative insights provide
contextual richness and depth, the quantitative data will anchor these findings in
broader trends observable in the industry.

3.5 Sampling Method

The sampling method determines which individuals or units will be included in the
study. A well-considered sampling strategy ensures the research results are

Page 42
representative and reliable. In academic research, two dominant sampling techniques
are employed: probability and non-probability sampling (Bryman and Bell 2015).

Probability sampling ensures that every individual in the population has an equal
chance of being selected. Simple random sampling, stratified sampling, and cluster
sampling fall into this category. For instance, in studying leadership styles in the UK
construction industry, a researcher might use stratified sampling to ensure
representation from various regions or job roles (Arnab 2017).

Non-probability sampling, on the other hand, does not offer an equal chance for every
individual. It includes convenience, judgmental, snowball, and quota sampling. If a
researcher wanted to study a specific leadership style in Nigerian construction
companies, they might use judgmental sampling to select companies known for this
style (Patton 2014).

After a thorough evaluation of various sampling methods, stratified random sampling

has been chosen as the most suitable approach for this study concerning leadership
styles and organizational behavior in the construction industry. The primary rationale
behind this decision stems from the inherent heterogeneity within the construction
sectors of both Nigeria and the UK, which necessitates a more nuanced sampling
technique (Lavrakas, 2008). Stratified random sampling will ensure that distinct
subgroups within the population, such as managerial level, field of expertise, or years
of experience, are adequately represented, eliminating potential biases and enhancing
the generalizability of findings (Bhattacherjee, 2012). This method allows the
research to maintain a balance between capturing the diverse voices within the
industry and retaining the randomness essential for statistical inference. Furthermore,
by deliberately ensuring representation from each stratum, this study acknowledges
and addresses the multi-faceted nature of leadership and organizational behaviors
across different layers and areas of expertise in the construction sector. In essence,
stratified random sampling not only brings precision and representativeness to the
sampling process but also aligns seamlessly with the study's overarching goals of
comprehensive, contextual, and critical exploration.

3.6 Method of Data Analysis

Page 43
Once data is collected, it must be analyzed to extract meaningful insights. The choice
of analysis method largely depends on the nature of the data (quantitative or
qualitative) and the research objectives.

For quantitative data, statistical techniques ranging from simple descriptive statistics
(means, frequencies) to inferential statistics (t-tests, ANOVA, regression analysis) can
be employed (Ali and Bhaskar 2016). For instance, to determine the predominant
leadership style in the UK construction industry, frequencies and percentages might
suffice. However, to understand relationships or predictors, regression or correlation
analyses might be more apt.

Qualitative data, with its richness and depth, often necessitates thematic analysis,
grounded theory, or narrative analysis, among others. Using thematic analysis, a
researcher could identify recurring patterns or themes in leadership narratives from
Nigerian construction leaders (Braun and Clarke 2013). Grounded theory, meanwhile,
could help in developing a new theory of leadership rooted in the actual experiences
and stories of those in the field (Charmaz 2014). Hybrid methods, like content
analysis, can also be used, wherein qualitative data is coded into categories and
analyzed quantitatively (Neuendorf 2016 p. 456).

Following a meticulous review of potential data analysis methods, this study has
opted for a mixed-method approach, incorporating both qualitative thematic analysis
and quantitative statistical techniques. The choice is driven by the study's dual aim of
understanding not just the overarching trends and patterns in leadership styles and
organizational behavior within the construction sectors of Nigeria and the UK, but
also the nuanced narratives and lived experiences of professionals (Creswell, 2014).
Qualitative thematic analysis will enable the extraction of rich, context-specific
insights, capturing the depth and intricacies of participants' perspectives (Braun and
Clarke 2006). Simultaneously, quantitative methods, such as regression analysis and
t-tests, will quantify relationships, validate patterns, and ensure the findings'
generalizability and robustness. This synergistic combination ensures a
comprehensive, multifaceted analysis, aligning with the study's commitment to a
holistic understanding of the dynamics at play within the industry's leadership and
organizational behavior.

Page 44
3.7 Timeline with Grant Chatt

The effective management of research time is critical for the successful completion of
any academic project. This often takes the form of a research timeline, a
comprehensive plan that allocates specific periods to each segment of the study. The
incorporation of a Grant Chatt in this process offers a visual representation that helps
in tracking progress, setting milestones, and managing resources (Kerzner 2017).

A Gantt chart, developed by Henry L. Gantt in the early 20th century, is a horizontal
bar chart representing a project schedule (Kloppenborg 2015). In the context of
research, every task is delineated with start and end dates, indicating the duration and
sequence of activities. For instance, the preliminary phase may involve literature
review and methodology planning, followed by data collection, analysis, and
eventually, the writing and revision phases.

The utility of the Gantt chart in research lies not just in its visual appeal, but in its
functionality. It allows for real-time tracking of progress, making it easier to adjust
timelines when unforeseen delays occur, a common phenomenon in research. For
instance, if data collection from the UK construction industry takes longer than
anticipated, subsequent tasks can be adjusted to accommodate this delay.

While the Gantt chart is a valuable tool, it's essential to be flexible in its application.
The rigid adherence to a Gantt chart without room for flexibility can be
counterproductive, particularly in research where unpredictability is a constant
companion. Some researchers advocate for a more iterative approach, wherein the
Gantt chart is revisited and revised at various stages of the research, ensuring it
remains a dynamic tool rather than a static blueprint (Pritchard 2014).

3.8 Ethical Consideration

Ethics in research is a paramount concern, ensuring that studies are conducted with
integrity, respect, and a commitment to do no harm. Especially in social sciences and
management research, ethical considerations are critical due to the involvement of
human participants (Resnik 2020).

Page 45
Firstly, the principle of informed consent is fundamental. Participants, be they
construction workers in Nigeria or company leaders in the UK, should be informed
about the purpose of the study, the nature of their involvement, potential risks, and
their rights, including the right to withdraw at any time (Gadd, Karstedt and Messner
2012). Consent should be voluntarily given, free from any form of coercion.

Anonymity and confidentiality are also central to ethical research. Especially in

sectors like construction, where opinions about leadership and organizational behavior
might be candid and potentially controversial, participants should be assured that their
identities will not be disclosed and their responses will be treated with utmost
discretion (Saunders, Lewis and Thornhill 2023).

Moreover, the principle of beneficence mandates that the potential benefits of the
research should outweigh any potential risks. This means that if a particular method of
data collection or analysis is anticipated to harm participants, either physically or
psychologically, it should be reconsidered.

The storage and handling of data is another ethical quandary. In the age of digital
information, ensuring data is stored securely and is inaccessible to unauthorized
individuals is vital, not just for the sake of participants, but for the credibility of the
research as a whole.

Furthermore, cultural sensitivity is especially pertinent in a study comparing Nigeria

and the UK. Recognizing and respecting cultural nuances, beliefs, and practices is a
non-negotiable aspect of ethical research.

4. CHAPTER FOUR - CONCLUSION, RECOMMENDATIONS AND

RECOMMENDATIONS

4.1 Summary

This study has delved into the complex interplay of leadership styles and
organizational behavior in the construction industry, particularly focusing on Julius
Berger Nigeria Plc, Dangote Group, Kier Group plc, and Balfour Beatty. Several key
findings have emerged that offer nuanced understandings of how these elements
interact within the contexts of Nigeria and the UK.

Page 46
The study found that both transformational and transactional leadership styles have
unique benefits and limitations when applied to the construction sector. While
transactional leadership offers structure and clear guidelines, especially in
bureaucratic and high-risk environments like in Nigerian construction companies, it
may limit creativity and adaptation. On the other hand, transformational leadership,
seen more frequently in UK companies, encourages innovation but requires a
foundational layer of transactional leadership for effectiveness in highly regulated
environments.

Organizational behavior in the construction industry was found to be a critical

element that influences project outcomes, employee engagement, and overall success.
Communication and decision-making processes differ significantly between Nigerian
and UK construction companies, influenced by cultural norms and technological
advancements.

Cultural and contextual factors also significantly impact both leadership styles and
organizational behaviors. Cultural inclinations towards communal or individualistic
values, existing economic conditions, and regulatory frameworks all play a role in
shaping the corporate ethos of construction companies in Nigeria and the UK.

The study concludes that there is no one-size-fits-all approach to leadership and

organizational behavior in the construction industry. However, understanding these
dynamics can lead to more effective management strategies, optimized resource
utilization, and ultimately, more successful project outcomes.

Through this research, it becomes clear that an understanding of these various

elements is crucial for companies aiming to navigate the multifaceted challenges
posed by the construction industry in the modern era. This offers an insightful

Page 47
foundation for future empirical studies and provides practitioners with a
comprehensive overview to guide strategic planning and execution.

4.2 Conclusion

Objective i: Identify and compare leadership styles

Section 2.1 "Leadership styles" and its subsections on usage in the Nigerian and UK
Construction Industries. The literature indicates that transactional leadership is
prevalent in Nigeria due to the industry's longstanding cultural and bureaucratic
approaches. In contrast, the UK construction industry, while also utilizing
transactional leadership in certain areas, is moving towards more adaptive styles.
Transactional leadership has a stronger foothold in Nigerian construction, while the
UK is gradually transitioning to more adaptive leadership styles.

Objective ii: Analyze and compare organizational behavior practices

Section 2.2 "Organizational Behavior in the Construction Industry" and its

subsections (2.2.1, 2.2.2, 2.2.3, 2.2.4) answers the second research objectives. The
literature delves into various facets of organizational behavior like communication,
decision-making, and employee engagement. It contrasts the centralized decision-
making in Nigerian firms with the decentralized approach in the UK. Communication
in Nigeria still leans towards face-to-face interactions, while the UK relies more on
standardized electronic communication. Decision-making in Nigeria is typically
centralized, in contrast to the UK's more decentralized approach.

Objective iii: Explore the impact of leadership styles on organizational behavior

Addressing the third research question, section 2.2.1 "Benefits and Limitations in the
Construction Setting" talks about the importance of organizational behavior.
Transactional leadership can provide structure but may stifle creativity.
Understanding organizational behavior can lead to improved safety, efficiency, and
project outcomes. Leadership styles have a significant impact on team dynamics,
project outcomes, and overall organizational behavior. Transactional leadership, while
efficient, may limit innovation and adaptability.

Page 48
Objective iv: Investigate contextual factors

The third objective was accomplished in section 2.3 "Cultural and Contextual
Influences on Leadership and Organizational Behavior" and its subsections (2.3.1,
2.3.2). Cultural norms in Nigeria and the UK significantly shape leadership styles and
organizational frameworks. Economic and industry-specific factors also play crucial
roles. Nigeria’s construction sector is influenced by communal values and oil-
dependent economic factors. In contrast, the UK's sector is molded by its
individualistic culture and a more diversified economy.

Objective v: Provide insights, recommendations, and best practices

The final objective was accomplished in section 2.3.3 "Challenges and

Opportunities". Both Nigeria and the UK's construction sectors have challenges but
also offer growth opportunities. Leadership development programs and cross-cultural
collaborations are recommended. Opportunities in Nigeria lie in infrastructure
development, while the UK has the potential for technological advancements.
Leadership programs and continuous learning are essential for leveraging these
opportunities.

4.3 Recommendations

Based on the findings of the literature review that analyzed leadership styles,
organizational behavior, contextual factors, and their impacts in the construction
industry, particularly in Julius Berger Nigeria Plc, Dangote Group, Kier Group plc,
and Balfour Beatty, the following recommendations can be proposed;

i. Leadership Styles

Adopt Adaptive Leadership: Given that the UK construction industry is moving

toward more adaptive and flexible leadership styles with positive results, it's
recommended that Nigerian companies like Julius Berger and Dangote Group also
consider a similar transition.

Page 49
Leadership Development Programs: Both in the UK and Nigeria, ongoing
leadership training should be implemented to keep leaders up-to-date with the latest
effective management techniques.

ii. Organizational Behavior

Decentralize Decision-Making: Companies in Nigeria could benefit from

decentralizing decision-making to increase employee engagement and job
satisfaction, a practice more common in the UK.

Embrace Technological Communication Tools: Given the effectiveness of

electronic communication in the UK construction sector, Nigerian firms should also
consider adopting these technologies for improved efficiency.

iii. Impact of Leadership Styles on Organizational Behavior

Promote a Culture of Innovation: Companies should shift towards leadership styles

that encourage innovative thinking, as the literature suggests that traditional
transactional leadership can sometimes limit creativity.

Safety Protocols: Transactional leadership, which is dominant in Nigeria, should be

balanced with other styles that foster a culture focusing on safety and employee well-
being.

iv. Contextual Factors

Cultural Sensitivity Training: With cultural factors playing a significant role in

shaping leadership and organizational behavior, cross-cultural training should be
mandatory for firms operating in different cultural settings, like Dangote in Nigeria
and Kier Group in the UK.

Regional Collaboration: Companies in both countries could benefit from regional

partnerships to share best practices influenced by different cultural and economic
contexts.

Page 50
v. General Recommendations for Enhancing Leadership Effectiveness

Regular Assessments: Frequent evaluations of leadership effectiveness and

organizational behavior practices should be conducted, followed by necessary
adjustments.

Employee Feedback Systems: Establish robust mechanisms for employee feedback

to regularly gauge job satisfaction and organizational climate, informing future
leadership practices.

4.4 Limitations

The limitations of this literature review-based study can be categorized as follows;

Data Availability and Scope

Limited Case Studies: The study focuses on four specific companies (Julius Berger
Nigeria Plc, Dangote Group, Kier Group plc, and Balfour Beatty), limiting its
applicability to the broader construction industry in Nigeria and the UK.

Time-Sensitive Data: Given that organizational behavior and leadership styles

evolve over time, the literature consulted may not reflect the most current practices
and dynamics.

Methodological Constraints

Secondary Data: The reliance on existing literature means the study is limited by the
quality and scope of previous research.

Lack of First-Hand Information: The study does not include primary data like
interviews, surveys, or direct observations, which could offer more nuanced insights.

Interdisciplinary Complexity: The study spans various fields like management,

psychology, and construction engineering, making it challenging to integrate all
relevant perspectives comprehensively.

Page 51
Cultural and Contextual Limitations

Cultural Bias: Literature predominantly from Western sources might not fully
capture the intricacies of Nigerian business culture, and vice versa.

Changing Societal Norms: The literature reviewed may not adequately account for
the impact of rapidly changing societal norms on leadership styles and organizational
behavior, particularly in the context of globalization.

Economic Fluctuations: Economic factors like Brexit in the UK and oil prices in
Nigeria, which impact the construction industry, are dynamic and could have evolved
post the literature’s publication.

Analytical Limitations

Interpretation Bias: The conclusions and recommendations are subject to the

interpretation of the researcher, and different researchers might draw different
conclusions from the same set of data.

Non-Quantifiable Factors: Some elements, such as employee morale or the

"company culture," are hard to measure and thus are addressed qualitatively, which
could introduce subjectivity.

Generalizability

Regional Specificity: Findings specific to Nigeria and the UK may not be easily
applicable to construction industries in other countries with different cultural,
economic, and regulatory landscapes.

Industry Specificity: The focus on the construction industry limits the

generalizability of the findings to other sectors.

Page 52
By acknowledging these limitations, future research can aim to address these gaps for
a more comprehensive understanding of leadership styles and organizational behavior
in the construction industry.

REFERENCES

AARONS, G.A., 2016. Transformational and Transactional Leadership: Association

With Attitudes Toward Evidence-Based Practice. Psychiatric Services, 57(8), pp.
1162–1169. Available from:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1876730/.

ABDELMAGEED, S. and ZAYED, T., 2020. A study of literature in modular

integrated construction - Critical review and future directions. Journal of Cleaner

Page 53
Production, 277(1), p. 124044. Available from:
https://www.sciencedirect.com/science/article/pii/S0959652620340890.

ABUBAKAR, A.M. et al., 2019. Knowledge management, decision-making style and

organizational performance. Journal of Innovation & Knowledge, 4(2), pp. 104–114.
Available from:
https://www.sciencedirect.com/science/article/pii/S2444569X17300562.

ACHUMBA, I.C., IGHOMEREHO, O.S. and AKPOR-ROBARO, M.O.M., 2013.

Security Challenges in Nigeria and the Implications for Business Activities and
Sustainable Development. Available from:
https://core.ac.uk/download/pdf/234645825.pdf.

AIGBAVBOA, C., AKINSHIPE, O. and MUTSHAENI, M., 2020. Organisational

Behaviour and Success of Construction Projects. Available from:
http://www.ieomsociety.org/ieom2020/papers/237.pdf.

AKPAN, E., 2023. Leadership Style and Organizational Performance of Deposit

Money Banks in Rivers State. Nigeria. Scholarly Journal of Management Sciences
Research, 2(7), pp. 1–115. Available from:
https://www.openjournals.ijaar.org/index.php/sjmsr/article/download/31/31 [Accessed
5 Sep 2023].

AKPAREP, J.Y., JENGRE, E. and MOGRE, A.A., 2019. The influence of leadership
style on organizational performance at tumakavi development association, tamale,
northern region of Ghana. Open Journal of Leadership, 08(01), pp. 1–22. Available
from: https://www.scirp.org/journal/paperinformation.aspx?paperid=91208.

AL KHAJEH, E.H., 2018. Impact of Leadership Styles on Organizational

Performance. [online]. IBIMA Publishing. Available from:
https://ibimapublishing.com/articles/JHRMR/2018/687849/.

ALI, H. et al., 2021. Transformational Leadership and Project Success: Serial

Mediation of Team-Building and Teamwork. Frontiers in Psychology, 12(1). [online].
Available from: https://www.frontiersin.org/articles/10.3389/fpsyg.2021.689311/full.

Page 54
ALI, Z. and BHASKAR, Sb., 2016. Basic statistical tools in research and data
analysis. Indian Journal of Anaesthesia, 60(9), p. 662. Available from:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC5037948/.

ALTHEEB, S.A., 2020. Leadership Style and Employee Motivation: A Study of

Saudi Arabian Work Environment. Propósitos Y Representaciones, 8(SPE2).

AMEH, O.J. and ODUSAMI, K.T., 2014. THE LEADERSHIP PROFILE OF

NIGERIAN CONSTRUCTION PROJECT MANAGERS. Scientia Iranica, 21(4), pp.
1241–1248. Available from: https://scientiairanica.sharif.edu/article_1719.html
[Accessed 2 Sep 2023].

ARNAB, R., 2017. Stratified Sampling. Edited by Raghunath Arnab. ScienceDirect.

Academic Press. Available from:
https://www.sciencedirect.com/science/article/abs/pii/B9780128118481000078.

ASHIKALI, T., GROENEVELD, S. and KUIPERS, B., 2020. The Role of Inclusive
Leadership in Supporting an Inclusive Climate in Diverse Public Sector Teams.
Review of Public Personnel Administration, 41(3), p. 0734371X1989972. Available
from: https://journals.sagepub.com/doi/full/10.1177/0734371X19899722.

ASIM, M. et al., 2021. How Authoritarian Leadership Affects Employee’s Helping

Behavior? The Mediating Role of Rumination and Moderating Role of Psychological
Ownership. Frontiers in Psychology, 12(1).

BARLING, J., CHRISTIE, A. and TURNER, N., 2007. Pseudo-Transformational

Leadership: Towards the Development and Test of a Model. Journal of Business
Ethics, 81(4), pp. 851–861.

BAŠKARADA, S., WATSON, J. and CROMARTY, J., 2014. Senior Leadership and
Lessons Learned in the Australian Defence Organisation. Advances in Human
Resources Management and Organizational Development, 1(1), pp. 234–266.

BASS, B.M. and STEIDLMEIER, P., 1999. Ethics, character, and authentic
transformational leadership behavior. The Leadership Quarterly, 10(2), pp. 181–217.

Page 55
BCICENTRAL, 2022. Decision Makers in the Building and Construction Industry.
[online]. BCI Central. Available from: https://www.bcicentral.com/blog/decision-
makers-in-the-building-and-construction-industry/ [Accessed 14 Jul 2023].

BHATTACHERJEE, A., 2012. Social Science Research: Principles, Methods, and

Practices. Textbooks Collection, 1(1). [online]. Available from:
https://digitalcommons.usf.edu/oa_textbooks/3/.

BOESKE, J., 2023. Leadership towards Sustainability: A Review of Sustainable,

Sustainability, and Environmental Leadership. Sustainability, 15(16), p. 12626.
Available from: https://www.mdpi.com/2071-1050/15/16/12626 [Accessed 31 Aug
2023].

BRAUN, V. and CLARKE, V., 2006. Using Thematic Analysis in Psychology.

Qualitative Research in Psychology, 3(2), pp. 77–101.

BRAUN, V. and CLARKE, V., 2013. Successful qualitative research: A practical

guide for beginners. London: Sage.

BRINKMANN, S. and KVALE, S., 2015. Interviews : Learning the Craft of

Qualitative Research Interviewing. 3rd ed. Los Angeles, Calif. Etc.: Sage.

BRYMAN, A., 2016. Social Research Methods. Oxford University Press. Available
from: https://ktpu.kpi.ua/wp-content/uploads/2014/02/social-research-methods-alan-
bryman.pdf.

BRYMAN, A. and BELL, E., 2015. Business research methods. 4th ed. Oxford:
Oxford University Press.

BURNS, J.M., 1978. Leadership. United States: Harper and Row.

CANAVESI, A. and MINELLI, E., 2021. Servant Leadership and Employee

Engagement: A Qualitative Study. Employee Responsibilities and Rights Journal,
34(4).

CHARMAZ, K., 2014. Grounded Theory in Global Perspective. Qualitative Inquiry,

20(9), pp. 1074–1084.

Page 56
CHEN, Y. et al., 2018. Is transformational leadership always good for employee task
performance? Examining curvilinear and moderated relationships. Frontiers of
Business Research in China, 12(1). [online]. Available from:
https://fbr.springeropen.com/articles/10.1186/s11782-018-0044-8.

CHERIAN, J., GAIKAR, V. and RAJ P. , P., 2020. Do Leadership Styles Impact
Organizational Performance in the UAE Context? A Study. [online]. papers.ssrn.com.
Rochester, NY. Available from: https://papers.ssrn.com/sol3/papers.cfm?
abstract_id=3894174.

CHETE, L.N. et al., 2014. Industrial development and growth in Nigeria: Lessons
and challenges. Available from:
https://www.brookings.edu/wp-content/uploads/2016/07/L2C_WP8_Chete-et-al-
1.pdf.

CRAIL, C., 2023. What Is Organizational Behavior? – Forbes Advisor. [online].

www.forbes.com. Available from: https://www.forbes.com/advisor/business/what-is-
organizational-behavior/.

CRESWELL, J.W. and POTH, C.N., 2018. Qualitative inquiry & research design:
Choosing among five approaches. 4th ed. Los Angeles: SAGE Publications.

CRESWELL, J.W. and CRESWELL, J.D., 2018. Research design : qualitative,

quantitative, and mixed method approaches. Los Angeles: SAGE.

CRESWELL, J. and CLARK, V.P., 2019. Designing and conducting mixed methods
research. [online]. SAGE Publications Inc. Available from:
https://us.sagepub.com/en-us/nam/designing-and-conducting-mixed-methods-
research/book241842.

DAWADI, S., SHRESTHA, S. and GIRI, R.A., 2021. Mixed-Methods Research: a

Discussion on Its Types, Challenges, and Criticisms. Journal of Practical Studies in
Education, 2(2), pp. 25–36.

DENZIN, N.K. and LINCOLN, Y.S., 2019. The SAGE Handbook of Qualitative
Research. [online]. SAGE Publications Inc. Available from:

Page 57
https://us.sagepub.com/en-us/nam/the-sage-handbook-of-qualitative-research/
book242504 [Accessed 13 Apr 2019].

DING, H., ZHUANG, C. and LIU, J., 2023. Extensions of the resource-constrained
project scheduling problem. Automation in Construction, 153(1), p. 104958.
Available from:
https://www.sciencedirect.com/science/article/abs/pii/S0926580523002182 [Accessed
14 Jul 2023].

DU, J., LI, N.N. and LUO, Y.J., 2020. Authoritarian Leadership in Organizational
Change and Employees’ Active Reactions: Have-to and Willing-to Perspectives.
Frontiers in Psychology, 10(3076).

DUDOVSKIY, J., 2021. Inductive Approach (Inductive Reasoning) . [online].

Business Research Methodology. Available from:
https://research-methodology.net/research-methodology/research-approach/inductive-
approach-2/.

EBEKOZIEN, A., 2020. Corrupt acts in the Nigerian construction industry: is the
ruling party fighting corruption? Journal of Contemporary African Studies, 1(1), pp.
1–18.

ELCHEIKH, M. et al., 2020. Analyzing the Effect of Brexit on the British

Construction Industry Using Fuzzy Sets Theory. Frontiers in Built Environment, 6(1).
[online]. Available from:
https://www.frontiersin.org/articles/10.3389/fbuil.2020.00008/full.

ERIKSSON, P. and KOVALAINEN, A., 2008. Qualitative Methods in Business

Research. Qualitative Methods in Business Research, 1(1).

EVA, N. et al., 2019. Servant Leadership: A systematic review and call for future
research. The Leadership Quarterly, 30(1), pp. 111–132. Available from:
https://www.sciencedirect.com/science/article/pii/S1048984317307774.

FEI, W. et al., 2021. The Critical Role of the Construction Industry in Achieving the
Sustainable Development Goals (SDGs): Delivering Projects for the Common Good.
Sustainability, 13(16), p. 9112.

Page 58
FLEMMING, P.L. and FLEMMING, B.L. between T.E., 2017. The Link between
Transformational Leadership Traits and Corporate Culture Types: The Prerequisites
for Sustainable Performance in Public and Private Sectors Organizations. Business
and Management Studies, 3(1), p. 55.

FLICK , U., 2022. Designing Qualitative Research. [online]. SAGE Publications Ltd.
Available from:
https://uk.sagepub.com/en-gb/eur/designing-qualitative-research/book244546
[Accessed 25 Jul 2022].

FORSON, J.A. et al., 2021. Employee motivation and job performance: a study of
basic school teachers in Ghana. Future Business Journal, 7(1), pp. 1–12. Available
from: https://fbj.springeropen.com/articles/10.1186/s43093-021-00077-6.

FRANCO, M., 2022. Leadership. 1st ed. vol. 1. Portugal: BoD – Books on Demand.
Available from: https://www.intechopen.com/books/10915.

GADD, D., KARSTEDT, S. and MESSNER, S., 2012. The SAGE Handbook of
Criminological Research Methods. 1 Oliver’s Yard, 55 City Road, London EC1Y
1SP United Kingdom : SAGE Publications Ltd.

GALANOU, E.N. and FARRAG, D., 2014. Mapping and interpreting a decision-
making framework for the implicit managerial theory in the Arab Gulf States.
International Journal of Cross Cultural Management, 15(1), pp. 73–99.

GERMANO, M., 2011. Library Leadership that Creates and Sustains Innovation.
Library Leadership & Management, 25(3).

GHANSAH, F.A. and LU, W., 2023. Responses to the COVID-19 pandemic in the
construction industry: a literature review of academic research. Construction
Management and Economics, 1(1), pp. 1–23.

GLOBAL DATA, 2023. United Kingdom (UK) Construction Market Size, Trend
Analysis by Sector (Commercial, Industrial, Infrastructure, Energy and Utilities,
Institutional and Residential) and Forecast, 2023-2027 . [online].
www.globaldata.com. Available from: https://www.globaldata.com/store/report/uk-
construction-market-analysis/.

Page 59
GORSE, C.A. and EMMITT, S., 2007. Communication behaviour during
management and design team meetings: a comparison of group interaction.
Construction Management and Economics, 25(11), pp. 1197–1213.

GYLYCH, J. et al., 2022. Impact of Oil Price Fluctuation on the Economy of Nigeria,
the Core Analysis for Energy Producing Countries. Global Trade in the Emerging
Business Environment, 1(1).

HAGEMANN, V. and KLUGE, A., 2017. Complex Problem Solving in Teams: The
Impact of Collective Orientation on Team Process Demands. Frontiers in Psychology,
8(1). [online]. Available from:
https://www.frontiersin.org/articles/10.3389/fpsyg.2017.01730/full.

HARTOG, D.N.D. and BELSCHAK, F.D., 2012a. When does transformational

leadership enhance employee proactive behavior? The role of autonomy and role
breadth self-efficacy. Journal of Applied Psychology, 97(1), pp. 194–202.

HARTOG, D.N.D. and BELSCHAK, F.D., 2012b. Work Engagement and

Machiavellianism in the Ethical Leadership Process. Journal of Business Ethics,
107(1), pp. 35–47.

HERSEY, P., BLANCHARD, K.H. and JOHNSON, D.E., 1996. Management of

organizational behavior : utilizing human resources. London: Prentice Hall
International.

HOFSTEDE, G., 2011. NATIONAL CULTURES, ORGANIZATIONAL CULTURES,

AND THE ROLE OF MANAGEMENT. Available from:
https://www.bbvaopenmind.com/wp-content/uploads/static/4libro/en/Nationalcultures
.pdf.

HOUSE, R. et al., 2002. Understanding Cultures and Implicit Leadership Theories

across the globe: an Introduction to Project GLOBE. Journal of World Business,
37(1), pp. 3–10.

HUGHES, D.J. et al., 2018. Leadership, creativity, and innovation: A critical review
and practical recommendations. The Leadership Quarterly, 29(5), pp. 549–569.

Page 60
IDORO, G., 2012. Evaluating Levels of Project Planning and their Effects on
Performance in the Nigerian Construction Industry. Construction Economics and
Building, 9(2), pp. 39–50.

IKEDIASHI, I., CHIDI, C. and DOCTOR, B., 2023. THE FACTORS OF

TRANSFORMATIONAL LEADERSHIP STYLE FOR CONSTRUCTION
PROJECTS: A CASE OF NIGERIAN CONSTRUCTION INDUSTRY. Journal of
Emerging Technologies and Innovative Research, 10(8). [online]. Available from:
https://www.jetir.org/papers/JETIR2308261.pdf [Accessed 5 Sep 2023].

INTERNATIONAL TRADE ADMINISTRATION, 2021. Nigeria - Construction

Sector. [online]. www.trade.gov. Available from: https://www.trade.gov/country-
commercial-guides/nigeria-construction-sector.

IRANICA, S., AMEH, O. and ODUSAMI, K., 2014. The leadership pro le of
Nigerian construction project managers. Scientia Iranica A, 21(4), pp. 1241–1248.
Available from: https://core.ac.uk/download/pdf/32224658.pdf.

JONES, K., 2013. The Impact of Legislation on the Organization: Evaluating the The
Impact of Legislation on the Organization: Evaluating the Impact of Corporate
Governance Regulation on the Internal Audit Impact of Corporate Governance
Regulation on the Internal Audit Function Function. Business Administration
Dissertations Programs in Business Administration Spring. Available from:
https://scholarworks.gsu.edu/cgi/viewcontent.cgi?
article=1025&context=bus_admin_diss [Accessed 10 Mar 2021].

JOSEPH, O.O. and KIBERA, F., 2019. Organizational Culture and Performance:
Evidence from Microfinance Institutions in Kenya. SAGE Open, 9(1), pp. 1–11.

KATPER, N.K. et al., 2020. Impact of Leadership Style and Organizational Culture
on Organizational Commitment. Sukkur IBA Journal of Management and Business,
7(1), p. 92.

KERZNER, H., 2017. Project Management Metrics, KPIs, and Dashboards.

Hoboken, NJ, USA: John Wiley & Sons, Inc.

Page 61
KHAHRO, S.H. et al., 2023. Delay in Decision-Making Affecting Construction
Projects: A Sustainable Decision-Making Model for Mega Projects. Sustainability,
15(7), p. 5872.

KHALFAN, I. et al., 2020. Conceptual Framework on Quality Management Practices

and Operational Performance for ISO 9001 Certified Construction Industries.
International Journal of Academic Research in Accounting, Finance and
Management Sciences, 10(2).

KHAN, H. et al., 2020. Impact of Transformational Leadership on Work

performance, Burnout and Social loafing: a Mediation Model. Future Business
Journal, 6(1), pp. 1–13. Available from:
https://fbj.springeropen.com/articles/10.1186/s43093-020-00043-8.

KHAN, I.U., AMIN, R.U. and SAIF, N., 2022. The contributions of inspirational
motivation and intellectual stimulation in connecting individualized consideration and
idealized influence. International Journal of Leadership in Education, 1(1), pp. 1–11.

KHUONG, M.N. and HOANG, D.T., 2015. The Effects of Leadership Styles on
Employee Motivation in Auditing Companies in Ho Chi Minh City, Vietnam.
International Journal of Trade, Economics and Finance, 6(4), pp. 210–217.

KILLIP, G., 2020. A reform agenda for UK construction education and practice.
Buildings and Cities, 1(1), pp. 525–537.

KIVUNJA, C. and KUYINI, A.B., 2017. Understanding and Applying Research

Paradigms in Educational Contexts. International Journal of Higher Education, 6(5),
pp. 26–41. Available from: https://files.eric.ed.gov/fulltext/EJ1154775.pdf.

KLEIN, A.S., WALLIS, J. and COOKE, R.A., 2013. The impact of leadership styles
on organizational culture and firm effectiveness: An empirical study. Journal of
Management & Organization, 19(3), pp. 241–254.

KLEIN, G., 2023. Transformational and transactional leadership, organizational

support and environmental competition intensity as antecedents of intrapreneurial
behaviors. European Research on Management and Business Economics, 29(2), p.
100215. Available from:

Page 62
https://www.sciencedirect.com/science/article/pii/S2444883423000025 [Accessed 28
May 2023].

KLOPPENBORG, T.J., 2015. Contemporary project management : organize, plan,

perform. 3rd ed. Stamford, Ct: Cengage Learning.

KO, W. and KANG, H., 2019. Effect of leadership style and organizational climate on
employees’ food safety and hygiene behaviors in the institutional food service of
schools. Food Science & Nutrition, 7(6), pp. 2131–2143.

KOLZOW, D., 2014. LEADING FROM WITHIN: Building Organizational

Leadership Capacity. Available from:
https://www.iedconline.org/clientuploads/Downloads/edrp/Leading_from_Within.pdf.

KRUEGER, R.A. and CASEY, M.A., 2015. Focus Groups : a practical guide for
applied research. Thousand Oaks: Sage Publications, Inc.

KRUSE, K., 2015. What Is Employee Engagement. Forbes, 26 Jun [online].

Available from: https://www.forbes.com/sites/kevinkruse/2012/06/22/employee-
engagement-what-and-why/.

KUMAR, Y. and DUBEY, B., 2021. Introduction of Research Methods and

Publication Ethics. Friends Publications (India).

KWATRA, S., KUMAR, A. and SHARMA, P., 2020. A critical review of studies
related to construction and computation of Sustainable Development Indices.
Ecological Indicators, 112(1), p. 106061.

LAVRAKAS, P.J., 2008. Encyclopedia of Survey Research Methods. London: Sage.

LEWIN, K., LIPPITT, R. and WHITE, R.K., 1939. Patterns of Aggressive Behavior
in Experimentally Created ‘Social Climates’. The Journal of Social Psychology,
10(2), pp. 269–299.

LI, H. et al., 2019. Influence of Transformational Leadership on Employees’

Innovative Work Behavior in Sustainable Organizations: Test of Mediation and
Moderation Processes. Sustainability, 11(6), p. 1594.

Page 63
LONGE, O., 2014. Leadership Style Paradigm Shift and Organisational Performance:
A Case of the Nigerian Cement Industry. African Research Review, 8(4), p. 68.
Available from: https://www.ajol.info/index.php/afrrev/article/view/110171.

MANSARAY, H.E., 2019. The Role of Leadership Style in Organisational Change

Management: A Literature Review. Journal of Human Resource Management, 7(1),
pp. 18–31.

MCLEOD, S., 2023. What’s the Difference between Qualitative and Quantitative
research? [online]. Simply Psychology. Available from:
https://www.simplypsychology.org/qualitative-quantitative.html.

MEIRINHOS, G. et al., 2023. Leadership Styles, Motivation, Communication and

Reward Systems in Business Performance. Journal of Risk and Financial
Management, 16(2), p. 70. Available from: https://www.mdpi.com/1911-
8074/16/2/70.

MINGERS, J., 2000. The Contribution of Critical Realism as an Underpinning

Philosophy for OR/MS and Systems. The Journal of the Operational Research
Society, 51(11), p. 1256.

MORDORINTELLIGENCE, 2023. Africa Construction Market Size & Share

Analysis - Industry Research Report - Growth Trends. [online].
www.mordorintelligence.com. Available from:
https://www.mordorintelligence.com/industry-reports/africa-construction-market
[Accessed 24 Apr 2023].

MOWDAY, R.T. et al., 2013. Employee-Organization Linkages : the Psychology of

Commitment, Absenteeism, and Turnover. Saint Louis: Elsevier Science.

MURRAY, M., 2019. Rethinking Construction: The Egan Report (1998).

Construction Reports , 1(1), pp. 178–195. Available from:
https://onlinelibrary.wiley.com/doi/10.1002/9780470758526.ch13.

MURTAGH, N., SCOTT, L. and FAN, J., 2020. Sustainable and resilient
construction: Current status and future challenges. Journal of Cleaner Production,
268(1), p. 122264.

Page 64
NANJUNDESWARASWAMY, T.S. and SWAMY, D.R., 2015. Leadership styles
and quality of work life in SMEs. Management Science Letters, 5(1), pp. 65–78.

NEUENDORF , K.A., 2016. The Content Analysis Guidebook. 2nd ed. SAGE
Publications Inc, vol. 1. Cleveland : SAGE Publications, Inc. Available from:
https://us.sagepub.com/en-us/nam/the-content-analysis-guidebook/book234078.

NEUMAN, W.L., 2013. Social research methods: Qualitative and quantitative

approaches. 7th ed. Harlow, Essex: Pearson.

NEUMAN, W.L., 2003. Social Research Methods: Qualitative and Quantitative

Approaches. Teaching Sociology, 30(3), p. 380.

NICKERSON, C., 2022. Autocratic Leadership Style. [online]. Simply Psychology.

Available from: https://www.simplypsychology.org/autocratic-leadership.html.

NORTHOUSE, P.G., 2019. Leadership: Theory and Practice. [online]. ScholarWorks

at WMU. Available from: https://scholarworks.wmich.edu/books/739/.

OBEIDAT, B. et al., 2016. Cultural Influence on Strategic Human Resource

Management Practices: A Jordanian Case Study. International Business Research,
9(10), p. 94.

OFFICE FOR NATIONAL STATISTICS, 2018. Construction statistics, Great

Britain - Office for National Statistics. [online]. Ons.gov.uk. Available from:
https://www.ons.gov.uk/businessindustryandtrade/constructionindustry/articles/
constructionstatistics/2018 [Accessed 4 Dec 2019].

OH, J., KIM, D.H. and KIM, D., 2023. The Impact of Inclusive Leadership and
Autocratic Leadership on Employees’ Job Satisfaction and Commitment in Sport
Organizations: The Mediating Role of Organizational Trust and The Moderating Role
of Sport Involvement. Sustainability, 15(4), p. 3367.

OLANIPEKUN, A.O. and SUTRISNA, M., 2021. Facilitating Digital Transformation

in Construction—A Systematic Review of the Current State of the Art. Frontiers in
Built Environment, 7(1). [online]. Available from:
https://www.frontiersin.org/articles/10.3389/fbuil.2021.660758/full.

Page 65
OLASUNKANMI, F.O., IKEDIASHI, D.I. and AJIERO, I.R., 2023. Assessing the
factors of transactional leadership style for construction projects: a case of Nigerian
construction industry. Journal of Engineering, Design and Technology.

OLIVER, W., 2012. THE IMPACT OF LEADERSHIP STYLES ON EMPLOYEE

ENGAGEMENT IN A LARGE RETAIL ORGANISATION IN THE WESTERN CAPE.
Available from: https://core.ac.uk/download/pdf/58916189.pdf.

OLUGBODE, M., RICHARDS, R. and BISS, T., 2007. The role of information
technology in achieving the organisation’s strategic development goals: A case study.
Information Systems, 32(5), pp. 641–648.

OLUWATAYO, I.B., TIMOTHY, O. and AYODEJI, O.O., 2019. Land Acquisition

and Use in Nigeria: Implications for Sustainable Food and Livelihood Security. Land
Use - Assessing the Past, Envisioning the Future, 1(1).

ONYEGIRI, I. and NWACHUKWU, C., 2011. Information and communication

technology in the construction industry. American Journal of Scientific and Industrial
Research, 2(3), pp. 461–468. Available from:
http://www.scihub.org/AJSIR/PDF/2011/3/AJSIR-2-3-461-468.pdf.

OORSCHOT, J.A.W.H., HALMAN, J.I.M. and HOFMAN, E., 2019. The continued
adoption of housing systems in the Netherlands: A multiple case study. Journal of
Construction Engineering, Management & Innovation, 2(4), pp. 167–190.

OYETUNJI, A., ADEBIYI, J. and OLATUNDE, N., 2019. Leadership Behaviour and
Worker Performance in the Nigerian Construction Industry. Journal of Values-Based
Leadership, 12(2).

PATTON, M.Q., 2014. Qualitative research & evaluation methods : integrating

theory and practice. Thousand Oaks: Sage Publications, Inc.

PHENG, L.S. and HOU, L.S., 2019. The Economy and the Construction Industry.
Construction Quality and the Economy, pp. 21–54. Available from:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7124044/.

POON, S. and PRICE, A., 1999. Decisions made on construction sites. Liverpool
John Moores University. Association of Researchers in Construction Management,

Page 66
2(1), pp. 589–594. Available from:
https://www.arcom.ac.uk/-docs/proceedings/ar1999-589-594_Poon_and_Price.pdf.

PRITCHARD, P., 2014. Risk Management. Auerbach Publications.

REILLY, A., 2020. THREE APPROACHES TO ORGANIZATIONAL LEARNING.

The Pfeiffer Library, 16(16). [online]. Available from:
https://home.snu.edu/~jsmith/library/body/v16.pdf.

RESNIK, D., 2020. What is ethics in research & why is it important? [online].
National Institute of Environmental Health Sciences. Available from:
https://www.niehs.nih.gov/research/resources/bioethics/whatis/index.cfm.

ROBBINS, S.P. and JUDGE, T.A., 2015. Organizational behavior. Boston: Pearson,
Cop.

ROSING, F., BOER, D. and BUENGELER, C., 2022. When timing is key: How
autocratic and democratic leadership relate to follower trust in emergency contexts.
Frontiers in Psychology, 13(904605). [online]. Available from:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9382123/.

SACKS, R., PERLMAN, A. and BARAK, R., 2013. Construction safety training
using immersive virtual reality. Construction Management and Economics, 31(9), pp.
1005–1017. Available from:
https://www.tandfonline.com/doi/abs/10.1080/01446193.2013.828844.

SAUNDERS, M.N.K. et al., 2019. Understanding research philosophy and

approaches to theory development. Edited by Mark N. K. Saunders, Philip Lewis and
Adrian Thornhill. oro.open.ac.uk. Harlow: Pearson Education. Available from:
https://oro.open.ac.uk/66370/.

SAUNDERS, M., LEWIS, P. and THORNHILL, A., 2012. Research Methods for
Business Students. 6th ed. Harlow, Essex, England: Pearson Education Limited.

SAUNDERS, M., LEWIS, P. and THORNHILL, A., 2023. Research Methods for
Business students. 9th ed. New Delhi: Pearson.

Page 67
SCOTT, C.R. et al., 2017. The international encyclopedia of organizational
communication. Chichester, West Sussex ; Malden, Ma: John Wiley & Sons, Inc.

SEKARAN, U. and BOUGIE, R., 2016. Research Methods for Business: A Skill-
building Approach. 7th ed. Chichester, West Sussex, United Kingdom: John Wiley &
Sons.

SHAFI, M. et al., 2020. The effects of transformational leadership on employee

creativity: Moderating role of intrinsic motivation. Asia Pacific Management Review,
25(3). [online]. Available from:
https://www.sciencedirect.com/science/article/pii/S1029313218305530.

SHAHEEN, A. and FAROOQI, Y.A., 2014. Relationship among Employee

Motivation, Employee Commitment, Job Involvement, Employee Engagement: A
Case Study of University of Gujrat, Pakistan. INTERNATIONAL JOURNAL of
MULTIDISCIPLINARY SCIENCES and ENGINEERING, 5(9), pp. 1–7. Available
from: https://www.ijmse.org/Volume5/Issue9/paper3.pdf.

SHOJAEI, R.S. and BURGESS, G., 2022. Non-technical inhibitors: Exploring the
adoption of digital innovation in the UK construction industry. Technological
Forecasting and Social Change, 185(1), p. 122036. Available from:
https://www.sciencedirect.com/science/article/pii/S0040162522005571.

SILVERMAN, D., 2016. Qualitative Research. London: Sage Publications.

SMILEY, F., 2018. Leadership Guide to Conflict and Conflict Management. [online].
Pressbooks.pub. The Ohio State University Pressbooks. Available from:
https://ohiostate.pressbooks.pub/pubhhmp6615/chapter/leadership-guide-to-conflict-
and-conflict-management/.

STEINMANN, B., KLUG, H.J.P. and MAIER, G.W., 2018. The Path Is the Goal:
How Transformational Leaders Enhance Followers’ Job Attitudes and Proactive
Behavior. Frontiers in Psychology, 9(2338). [online]. Available from:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6281759/.

STOGDILL, R.M., 1974. Handbook of Leadership. New York: Free Press ; [Toronto]
: Collier Macmillan Canada.

Page 68
SURAIHI, W.A.A. et al., 2021. Employee Turnover: Causes, Importance and
Retention Strategies. European Journal of Business and Management Research, 6(3),
pp. 1–10. Available from:
https://www.researchgate.net/publication/352390912_Employee_Turnover_Causes_I
mportance_and_Retention_Strategies.

SZAFRANKO, E., 2017. Decision problems in management of construction projects.

IOP Conference Series: Materials Science and Engineering, 251(1), p. 012048.

TAYLOR, A., 2012. Cultivating an engaged workforce: The roles of leader

personality, motivation, and leadership style. USF Tampa Graduate Theses and
Dissertations. Available from: http://scholarcommons.usf.edu/etd/4237 [Accessed 5
Sep 2023].

TEDLA, T., 2019. The Impact of Organizational Culture on Corporate Performance.

Available from: https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?
article=3612&context=dissertations.

TOMASZEWSKI, E., 2018. Addressing the Social and Cultural Norms That Underlie
the Acceptance of Violence: Proceedings of a Workshop—in Brief. 1st ed.
Nap.nationalacademies.org, vol. 1. Washington: The National Academies Press.
Available from: https://nap.nationalacademies.org/catalog/25075/addressing-the-
social-and-cultural-norms-that-underlie-the-acceptance-of-violence [Accessed 26
May 2022].

TSAI, Y., 2021. Relationship between Organizational Culture, Leadership Behavior

and Job Satisfaction. BMC Health Services Research, 11(1). [online]. Available from:
https://bmchealthservres.biomedcentral.com/articles/10.1186/1472-6963-11-98.

TURNER, J.R. and MÜLLER, R., 2021. The Project Manager’s Leadership Style as a
Success Factor on Projects: A Literature Review. Project Management Journal,
36(2), pp. 49–61.

WALKER, A., 2011. Organizational behaviour in construction. Chichester, West

Sussex, Uk ; Ames, Iowa: Wiley-Blackwell.

Page 69
WALTERS, D., 2010. The role of Worker Representation and Consultation in
Managing Health and Safety in the Construction Industry. Available from:
https://www.ilo.org/wcmsp5/groups/public/---ed_dialogue/---sector/documents/
publication/wcms_160793.pdf.

WANG, Q., HOU, H. and LI, Z., 2022. Participative Leadership: a Literature Review
and Prospects for Future Research. Frontiers in Psychology, 13(1). [online]. Available
from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9204162/.

WANG, T. et al., 2022. Studies on the success criteria and critical success factors
for mega infrastructure construction projects: a literature review. Engineering,
Construction and Architectural Management, 30(5).

WARNER, M. et al., 2019. Organizational Behaviour. 1st ed.

Pressbooks.senecacollege.ca, vol. 1. Toronto: Seneca. Available from:
https://pressbooks.senecacollege.ca/organizationalbehaviour/ [Accessed 15 May
2022].

WAZIRI, B., GARGA BUKAR, A. and MU'AZU, N., 2014. Challenges of the
construction sector. International Journal of Development and Sustainability, 3(7),
pp. 1488–1495. Available from: https://isdsnet.com/ijds-v3n7-6.pdf [Accessed 2 Sep
2023].

WILLKOMM, A., 2018. Five Types of Communication. [online]. Graduate College of

Drexel University. Available from: https://drexel.edu/graduatecollege/professional-
development/blog/2018/july/five-types-of-communication/.

WOLOR, C.W. et al., 2022. Impact of Toxic Leadership on Employee Performance.

Health Psychology Research, 10(4). [online]. Available from:
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC9760724/.

WORLD ECONOMIC FORUM, 2016. Industry Agenda Shaping the Future of

Construction A Breakthrough in Mindset and Technology Prepared in Collaboration
with the Boston Consulting Group. World Economic Forum. Available from:
https://www3.weforum.org/docs/WEF_Shaping_the_Future_of_Construction_full_re
port__.pdf.

Page 70
YATES, J.F. and DE OLIVEIRA, S., 2016. Culture and decision making.
Organizational Behavior and Human Decision Processes, 136(1), pp. 106–118.
Available from: https://www.ncbi.nlm.nih.gov/pmc/articles/PMC7126161/.

YOUNG, T.J., 2015. Questionnaires and Surveys. Research Methods in Intercultural

Communication, 1(1), pp. 163–180.

ZHANG, Y., ZHENG, J. and DARKO, A., 2018. How Does Transformational
Leadership Promote Innovation in Construction? The Mediating Role of Innovation
Climate and the Multilevel Moderation Role of Project Requirements. Sustainability,
10(5), p. 1506.

ZHU, J. and HUANG, F., 2023. Transformational Leadership, Organizational

Innovation, and ESG Performance: Evidence from SMEs in China. Sustainability,
15(7), p. 5756.

ŽUKAUSKAS, P., VVEINHARDT, J. and ANDRIUKAITIENĖ, R., 2018.

Philosophy and paradigm of scientific research. Management Culture and Corporate
Social Responsibility, 1(1). [online]. Available from:
https://www.intechopen.com/chapters/58890.

Page 71
 APPENDIX
Appendix A: Letter to Participants

Subject: Invitation to Participate in a Research Study on Leadership Styles and

Organizational Behavior in the Construction Industry

Dear participants,

I hope this message finds you well. My name is Stan, and I am a researcher at Robert
Gordon University. We are conducting a study on the effects of leadership styles and
organizational behavior within the construction industry in Nigeria and the United
Kingdom.

We would greatly appreciate your participation in a short survey that will take
approximately 15–20 minutes to complete. Your insights will provide invaluable data
that can lead to a more comprehensive understanding of leadership and organizational
dynamics in this industry.

To participate, please click [here] to access the survey.

Page 72
Your participation is entirely voluntary, and all responses will be kept confidential.
No personal identifiers will be used in any publications resulting from this study.
Participants must be at least 18 years old and currently working in the construction
sector in either Nigeria or the United Kingdom.

For more information about the study or questions about participation, please contact
me at stan@gmail.com.

Thank you for considering this request. Your participation would be greatly beneficial
to our research efforts.

Sincerely,
Stan,
Msc, Project Management,
Robert Gordon Univeristy,
Stan@gmail.com
Appendix B: Closed ended Questionnaire

Page 73
Page 74
Page 75