Author ORCID Identifier

0000-0002-4138-806X

Document Type

Article

Disciplines

Architecture engineering, Business and Management., Teaching and Learning

Publication Details

https://www.bam.ac.uk/bam-journals/british-journal-of-management-bjm.html?_gl=1*jhp8k6*_up*MQ..*_ga*MTMxODU3NzY1NC4xNzYxMDUyMTc4*_ga_VMPX3W0QTE*czE3NjEwNTIxNzckbzEkZzEkdDE3NjEwNTIxOTMkajQ0JGwwJGgw

doi:10.21427/0c0b-6d07

Abstract

Architects form part of multidisciplinary teams in the construction of the built environment. Traditionally they have played a leading role within the construction process, often managing entire projects to completion. In recent years the composition of construction teams have evolved, leading to a perception that the architects leadership role has been diminished. Little is known about the boundary-spanning leadership required by architects, particularly in the light of the evolving roles. Through in-depth, semi-structured interviews, this research reduces this gap by exploring architect’s leadership practices in the context of changing boundaries within the construction team. Our findings reveal six specific competencies deemed important by architects for boundary-spanning leadership. Furthermore, the key findings indicate that there is a need, and an appetite for, enhanced leadership education and training in the sector which may contribute to preventing further erosion of their leadership role within boundary-spanning teams.

DOI

https://doi.org/10.21427/0c0b-6d07

Creative Commons License

Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License
This work is licensed under a Creative Commons Attribution-NonCommercial-Share Alike 4.0 International License.

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