Leadership Practices and Employee Motivation of Selected Tenant General Contractors in a Medium-Scale Commercial Project: Basis for a Workforce Engagement Program
DOI:
https://doi.org/10.65339/ijsis.V1.I4.251Keywords:
Construction Workforce, Employee Motivation, Leadership Practices, Professional Development, Supervisory Support, Workforce EngagementAbstract
This study examined the relationship between leadership practices and employee motivation among construction workers employed by selected tenant general contractors in a medium-scale commercial project in Santa Rosa, Laguna, Philippines, as a basis for developing a Workforce Engagement Program. Anchored in Full-Range Leadership Theory and Self-Determination Theory, the study employed a quantitative descriptive-correlational research design involving 63 construction workers from five tenant general contractors selected through total enumeration. Data were collected using an expert-validated structured survey questionnaire and analyzed using frequency, percentage, weighted mean, and Pearson product-moment correlation. Findings revealed that most respondents had limited construction experience and relatively short company tenure. Leadership practices were generally perceived positively, with supervisory support receiving the highest weighted mean (3.76), while recognition and appreciation received the lowest (2.82), indicating weaknesses in formal monetary and non-monetary recognition. Employee motivation was generally high, particularly intrinsic motivation (3.72), followed by professional growth (3.58) and extrinsic motivation (3.57). However, the relationship between leadership practices and employee motivation was statistically nonsignificant (r = −0.022, p = 0.864). The study proposed KILOS-KAPWA: A Construction Workforce Engagement and Recognition Program to strengthen supervisory communication, employee recognition, professional development, workplace support, and participatory decision-making. The findings align with Sustainable Development Goal 8 (Decent Work and Economic Growth) and Sustainable Development Goal 9 (Industry, Innovation and Infrastructure). The proposed program may contribute to organizational and socioeconomic sustainability by supporting workforce engagement, employee development, and responsible construction workforce management, although its effectiveness requires evaluation following implementation.
References
Amoah, C., & van Niekerk, L. (2023). Workforce motivational factors in the construction industry. Proceedings of International Structural Engineering and Construction, 10(1). https://doi.org/10.14455/ISEC.2023.10(1 DOI: https://doi.org/10.14455/ISEC.2023.10(1).CON-22
Ashraf, H. (2022). Workers' relational identification with supervisors influences safety behaviour in construction projects. Engineering, Construction and Architectural Management, 30(10), 5030–5051. https://doi.org/10.1108/ECAM-05-2021-0428 DOI: https://doi.org/10.1108/ECAM-02-2022-0122
Astana, I. N. Y. (2023). Intrinsic and extrinsic motivation in construction project team. International Journal of Progressive Sciences and Technologies, 38(2), 159–165. https://doi.org/10.52155/ijpsat.v38.2.5333 DOI: https://doi.org/10.52155/ijpsat.v38.2.5333
Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. SAGE Publications.
Bhandari, P. (2021, May 14). Designing a questionnaire: Types, questions, & examples. Scribbr. https://www.scribbr.com/methodology/questionnaire/
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Plenum Press. https://doi.org/10.1007/978-1-4899-2271-7 DOI: https://doi.org/10.1007/978-1-4899-2271-7
Fareed, M. Z. (2024). The impact of workforce motivation on construction project performance across diverse project environments. International Journal of Project Management, 42(3), Article 102580.
Fishbach, A., & Woolley, K. (2022). The structure of intrinsic motivation. Annual Review of Psychology, 73, 339–363. https://doi.org/10.1146/annurev-psych-010419-051106 DOI: https://doi.org/10.1146/annurev-orgpsych-012420-091122
Fontanilla, J., et al. (2024). Leadership styles in construction firms in Luzon, Philippines: Practiced versus preferred. Philippine Journal of Construction and Engineering Management, 12(1), 45–58. DOI: https://doi.org/10.13189/ujm.2024.120302
Jobara, O. M. A., & Mahjoob, A. M. R. (2026). Linking leadership styles and relationship quality to construction project performance: A systematic review. Journal of Engineering, 32(8), 61–86. https://doi.org/10.31026/j.eng.2026.08.04 DOI: https://doi.org/10.31026/j.eng.2026.08.04
Juita, M. V., & Waloyo, W. (2026). Work motivation, work spirit, and career development strategy on employee performance. Advances in Research, 27(2), 1–10. DOI: https://doi.org/10.60079/ajeb.v4i1.891
Lin, P. W. (2026). Effects of transformational and transactional leadership styles on construction project performance in Myanmar: The mediating role of team climate. International Journal of Construction Management, 26(2), 115–128. https://doi.org/10.1080/15623599.2026.2048816 DOI: https://doi.org/10.1080/15623599.2026.2636982
Maduekeh, C. O., Nwabueze, G., & Obinwa, I. N. (2023). The effect of motivation on the productivity of skilled workers in the Nigerian construction industry. Built Environment Journal, 20(2), 45–60. DOI: https://doi.org/10.26480/egnes.02.2023.46.52
Manoharan, K., Dissanayake, P., Pathirana, C., Deegahawature, D., & Silva, R. (2023). A constructive system to assess the performance-based grading of construction labour through work-based training components and applications. Construction Economics and Building, 23(3/4), 1–22. https://doi.org/10.5130/ajceb.v23i3/4.8779 DOI: https://doi.org/10.5130/AJCEB.v23i3/4.8779
Nguyen, V. T., Watanabe, T., & Hai, N. L. (2022). Importance of autonomous motivation in construction labor productivity improvement in Vietnam: A self-determination theory perspective. Buildings, 12(6), 763. https://doi.org/10.3390/buildings12060763 DOI: https://doi.org/10.3390/buildings12060763
Oswald, D., Lingard, H., & Zhang, R. P. (2022). How transactional and transformational safety leadership behaviours are demonstrated within the construction industry. Safety Science, 148, Article 105658. https://doi.org/10.1016/j.ssci.2021.105658 DOI: https://doi.org/10.1080/01446193.2022.2053998
Rotimi, J. O. B., Witton, F., & Rasheed, E. O. (2023). The predictive power of managers' leadership attributes on workers' performance: A case of New Zealand construction industry. International Journal of Construction Management, 23(2), 1–9. https://doi.org/10.1080/15623599.2021.1964919 DOI: https://doi.org/10.1080/15623599.2021.1964919
Su, W., Yuan, S., & Qi, Q. (2022). Different effects of supervisor positive and negative feedback on subordinate in-role and extra-role performance: The moderating role of regulatory focus. Frontiers in Psychology, 12, 757687. https://doi.org/10.3389/fpsyg.2021.757687 DOI: https://doi.org/10.3389/fpsyg.2021.757687
Wang, Y., Liu, C., & Zhao, W. (2025). Effects of safety training and accident experience on construction workers' safety behavior. Work, 83(2), 406–418. https://doi.org/10.3233/WOR-240123 DOI: https://doi.org/10.1177/10519815251368901
Xie, L., Luo, Z., & Zhao, X. (2022). Critical factors of construction workers' career promotion: Evidence from Guangzhou city. Engineering, Construction and Architectural Management, 30(6), 2334–2359. https://doi.org/10.1108/ECAM-08-2021-0731 DOI: https://doi.org/10.1108/ECAM-08-2021-0691
Yang, T., Jiang, X., & Cheng, H. (2022). Employee recognition, task performance, and OCB: Mediated and moderated by pride. Sustainability, 14(3), 1631. https://doi.org/10.3390/su14031631 DOI: https://doi.org/10.3390/su14031631
Yante, A. S. (2024). Employee motivation and organizational commitment as determinants of labor turnover in temporary project-based construction firms. Construction Management and Economics, 42(5), 412–427.
Downloads
Published
Issue
Section
License
Copyright (c) 2026 Kyle R. Ostonal, Riona Milena D. Ramirez, Jossete R. Sotto, Maricris G. Unico, Marmelo V. Abante (Author)
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal the right of first publication. All articles are published under the Creative Commons Attribution 4.0 International (CC BY 4.0) License. This license permits use, sharing, adaptation, distribution, and reproduction in any medium or format, including for commercial purposes, provided that appropriate credit is given to the original author(s) and the journal, a link to the license is provided, and any changes made are indicated.
