A mixed methods study of leader values while applying servant leadership in a construction-related company

Construction industry leaders have reportedly failed to provide for sufficient succession planning to address a potential loss of experienced and effective corporate leaders within the construction industry. A mixed-methods sequential explanatory design study explored the approach and progress leaders of one construction-related company based in Northern Virginia experienced in the company's journey implementing servant leadership. The study included review of archival quantitative data the company leaders collected through administration of an internally-developed instrument to monitor whether employees exhibited servant leadership principles. The quantitative data were a basis for qualitative inquiry through semi-structured interviews with each of the company leaders and onsite observations. The data were consistent with the company leaders' successful initiation of the culture changes necessary for success at the participating company. The study results included two challenges facing companies in the construction industry and five general leader observations about the participating company's circumstances. Interviews with the company leaders led to identification of 12 essential elements of success managers and leaders of construction-related companies might consider when assessing whether servant leadership should be applied by the leaders of a similar firm: acceptance, accountability, communication, internal consistency, flexibility in management and decisions, hiring relevance, integrity—ethics, long-term process, results, service, top management commitment, and training. Five positive experiences or benefits from use of servant leadership were identified and two observations about leader development were noted.