Digital transformation in the construction industry: barriers and leadership competencies

Abstract

Digital transformation in construction remains slow despite its recognised potential, and although leadership is seen as a critical enabler, the role of specific leadership competencies in overcoming organisational resistance is not well understood. This study investigates the key barriers to digital transformation in construction organisations and examines how leadership competencies function as counterforces to these barriers. Interviews with 13 senior managers from Chinese construction organisations identified five primary barriers: relatively high expenses, inappropriate organisational system, operational inertia, difficulties in training and skills upgrading, and stereotyped industry culture and image, together with 10 underlying root causes. Building on an existing leadership competency framework, the study refines and extends leadership competencies by introducing four new competencies and revising two existing ones. Using Force Field Analysis, it illustrates how leadership competencies systematically mitigate organisational resistance. The findings provide a mechanism-based understanding of leadership in digital transformation by reconceptualising leadership competencies as functional intervention forces rather than static attributes. They further offer a context-sensitive competency framework to inform leadership selection and development for digital transformation in the construction industry.