Exploring how construction workers interpret the efficacy of leadership traits

Abstract

The study suggests that causation of workplace injury, specific to construction projects, include human factors that are not routinely discovered through empirical analysis. Although this is likely an intuitive conclusion it suggests that prevention must in part confront human factors and the role of leadership to respond. Construction continues to be one of the most dangerous industry segments in the United States injuring tens of thousands of construction workers annually. This qualitative phenomenological study investigated a directed sample of 15 construction workers working at 5 different projects for the participating organization. The five projects selected were determined by the leadership traits of operational leadership such that the worker sample population was exposed to the full spectrum of leadership behaviors. The objective of this qualitative phenomenological study was to gain a better understanding of the influence that specific leadership traits had in building a positive and proactive safety culture. The study used NVivo8 software to categorize the collected data. The results of the study identified the emergence of four main themes: (a) characteristics of the operational leader in the construction industry, (b) leadership approaches that influence safe behavior, (c) followersleadership reflective behavior, and (d) process of followership. Through one-on-one interviews the participants revealed their interpretation of leadership behaviors and how that interpretation drives their behavior. The study reveals potential gaps between the intent of leadership action and the constructed meaning by the participant. The study offers practical considerations for both the leader and the organization that may make a positive contribution to the prevention of incident and injury at the construction workplace.