Interrelations among Leadership Competencies of BIM Leaders: A Fuzzy DEMATEL-ANP Approach

Abstract

The use of new, digitally enabled innovations, such as building information modeling (BIM), raises issues such as the delineation of a competent leader. Even though BIM-based competency assessment models have become essential tools for maximizing the potential values of BIM implementation, the current competency models provide limited focus on leadership aspects that facilitate and enhance the BIM implementation efforts. This paper seeks to identify the specific competencies required for BIM implementation and examines the relationships between these competencies. Thirty-two experts from around the globe investigated a total of 15 leadership competencies under three categories pertaining to intellectual, managerial, and emotional leadership. Fuzzy Decision-Making Trial and Evaluation Laboratory (DEMATEL) was implemented to examine the cause-and-effect relationships among the BIM leadership competencies and fuzzy analytic network process (ANP) was performed to weigh those competencies. Findings show that the intellectual competencies act as the cause group, while managerial and emotional competencies are the effect groups. Moreover, the involving leadership is found to be the more suitable leadership style for BIM professionals, given the current capability and maturity levels of BIM implementation, in order to deal with the required changes throughout the BIM implementation process. This study contributes to the existing body of knowledge in the BIM domain to examine the associated leadership competencies by using the multi-criteria decision-making (MCDM) technique. The results of this research show the relative importance of criteria and sub-criteria, which contributes to further improvement of BIM leadership.

An Exploratory Literature Study into Digital Transformation and Leadership: Toward Future-Proof Middle Managers

“…Traditional leadership approaches do not suffice anymore due to the complexity of the modern digitalized world; leading, guiding and managing employees in this time of growing human-machine collaborations require new understandings of leadership [12,13]. Findings from this explorative study point toward person-centered collaborative leadership needs, with strong judicious and empathic foci to balance the increased influence of machines.…”

“…Such a transformation extends beyond mere technological change; it affects the organization and its processes as a whole [8,9]. In addition to strategic, organizational, and cultural challenges [1,10,11], it also brings leadership and management challenges [12,13].…”

“…These studies mainly focused on strategic leadership challenges in light of digital transformation [1,8,21,22]. However, as more organizations are in the process of digital transformation, it becomes apparent that leadership challenges do not only concern top management, but all management layers [23], and that leading, guiding and managing these digital-technologyfueled transformations requires new understandings of leadership [10,12,13]. Specifically, the middle management layer is underexposed.…”

“…Notwithstanding, to date, few studies have assessed the impact of digitalization on middle management leadership level. Answering calls for more research on the topic of digital transformation and leadership [5,6,8,13,[19][20][21][22]26,27] and considering the key position of middle management in organizational change processes, this article presents an overview of a first explorative study into the influence of digitalization on middle managers' future leadership skills, behaviors and management practices. The overall research question that was explored is as follows: Which leadership skills, behaviors and management practices will be important for middle managers when leading, supporting and managing digitally transformed organizations into the future.…”

A GIS based flood vulnerability modelling of Anambra State using an integrated IVFRN-DEMATEL-ANP model

“…The ANP method was proposed in 1996 by Saaty ( Mirhosseini et al., 2020 ). It is basically a generalization of the AHP method, where decision-making problems are modelled as networks and not as hierarchies as with the AHP ( Kadoic et al., 2019 ).…”