Theoretical Gap and Delimitation of Engineering Leadership in the Malaysian Construction Industry

Abstract

In the context of the Malaysian construction industry, effective leadership remains pivotal for navigating the complexities inherent in engineering projects. Past studies have consistently identified leadership as one of the critical factors in ensuring the success of construction projects. Effective leadership has been linked to project performance, timely completion, and team coordination. Despite the recognized importance of leadership in construction project success, there remains a lack of a clear definition of engineering leadership. This ambiguity poses challenges for the development of robust frameworks to guide and cultivate engineering leaders. This article addresses the theoretical gaps and delimitations remarked in current studies on leadership within engineering sector, specifically in construction industry. A comprehensive review of leadership theories reveals a progression from foundational concepts such as Trait Theory to contemporary frameworks including Transformational and Servant Leadership. While these theories have enriched our understanding of leadership dynamics, there exists a discernible stagnation in the development of new theoretical frameworks. Many studies predominantly focus on validating existing models rather than pioneering innovative perspectives tailored to the unique challenges of the Malaysian construction ecosystem. This review highlights the need for future research to explore and articulate imperative insights that can effectively guide leadership practices within Malaysia's construction sector, fostering project outcomes and sustainable industry development.