Navigating paradoxes of identity and leadership in the age of digital transformation of construction industry: architects’ experiences and perceptions

Abstract

The ability of architects to adapt to diverse identities and effectively manage the paradoxical challenges posed by digital transformation is critical to their role as innovative leaders in the dynamic digital construction landscape. However, existing research has yet to fully explore the complex experiences of paradoxical leadership and identity adaptation among architects in this context. Addressing this gap, the study aims to explore the types of conflicting identities and paradoxical leadership behaviour experienced by architects in response to the paradoxical challenges inherent to this phenomenon. Employing an interpretive phenomenological approach, the study engaged ten individuals practicing in architectural consultancy practices (ACPs) settings in Malaysia for in-depth, semi-structured interviews and a written account exercise to uncover their experiences. Thematic structural analysis yielded five key themes: “designer and technologist,” “technical-oriented and social-oriented individuals,” “collaborator and independent thinker,” “expert and lifelong learner,” and “reductionist and holistic thinking.” This comprehensive research strategy offers a more in-depth understanding of architects’ experiences and provides novel insights for enhancing leadership and identity development. Additionally, the newly developed paradoxical leadership and identity-based framework can serve as a platform for practitioners to nurture future-ready architects, upskill and reskill the existing workforce, and potentially reduce the industry’s reliance on foreign talent.