Part 4: The invisible structures: Miss Triggs phenomenon.

“At the end of the day, this is what research is all about — to identify ways to make the world a better place for all “ (Fuchs et. al, 2018).

The intentional multi-method approach to this research was selected to give a diverse and objective perspective on the research subject and to produce rich data saturation in order to best answer the research question. The ‘accidental’ byproduct of this process was a shift of the narrative from the transformative effects of gender-diverse leadership on innovation and sustainability to the shackling powers of deeply ingrained and socially accepted stories and…


Part 3: The uncompromising change: economic, talent, and mental health sustainability.

It is a known fact in civil engineering that building new structures on the old foundations comes with its challenges and can have a lasting impact on the finished product. Much like adopting technology and innovation into the environment governed by in-built inequalities and narratives that have no place in modern leadership, can compromise the integrity and the future of the whole industry.

This research began with deconstructing and bringing to light the old ways in order to provide a new foundation for more integrated and sustainable organisational structures, where women and men are considered equal, away from masculine and…


Part 2: Leadership: power over, power with, power to…

In the study of female leadership in Construction, Thurairajah et. al write, “for many years it was believed that effective leaders must be confident, task-oriented, competitive, objective, decisive and assertive which were traditionally viewed as masculine attributes’’ (2007). Women have often been excluded from leadership roles as they were perceived not to possess many of these attributes, explain Thurairajah et al (2007). Arguably, some research studies found that women leaders that do use masculine behaviors are judged harshly and evaluated less favorably than men (Rojahn and Willemsen 1994 cited Yukl 2006). The transactional leadership style of “power over’’ as described…


Part 1: Innovation: a doctrine or a theatre?

The construction industry, which is the third fastest-growing sector in the UK but with one of the lowest productivity performances, is now looking towards technology adoption and innovation as a way to reinvent itself. This historically male-dominated industry is also under a lot of pressure to adopt a more relevant understanding of gender diversity and leadership. This research explores the relationship between poor performance in innovation, long-term sustainability, and the lack of gender diversity at the leadership level. This study further looks at the current leadership and innovation models, adopted by the industry, in order to deconstruct them and propose…

Ola Gwozdz

MSc in Innovation, Leadership and Management, an innovator and change management specialist, director, music producer and a co-founder of a non-profit Blueprint

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