Lessons in leadership from the transport sector

Tell us about the research you have been working on.

The complexity and demands of public sector management have grown exponentially in recent years.

Recent studies on leadership and decision-making in response have focused on integrating traditional leadership models with new public management (NPM) principles to address contemporary governance challenges.

My recent work introduces the council transport leadership model (CTLM), offering a comprehensive framework to enhance the effectiveness and efficiency of public services.

By combining elements of transactional, transformational and situational leadership, the CTLM seeks to meet the unique needs of public transport sector decision-makers, as well as learning and development practitioners developing future leaders.

The model emphasises adaptive leadership, integrative public management, stakeholder engagement and sustainable development. This approach ensures transport services and their leaders are operationally efficient, strategically innovative and responsive to community needs.

My study highlights the importance of reflective and adaptive leadership in navigating modern governance complexities and improving public service delivery.

What inspired you to research this topic?

The motivation for this study came from observing the complex challenges local authorities face in managing their transport and highway sectors.

North-east England’s diverse urban and rural landscape requires a robust and adaptable leadership approach, and there is an urgent need to understand how leadership styles can evolve to address these challenges.

Additionally, the region’s rising strategic importance in national transport infrastructure investment and planning highlights the relevance and value of research in this topic.

The north-east of England has unique transport needs due to its varied socio-economic conditions. The mix of urban centres and rural communities presents distinct challenges that require customised leadership strategies.

Effective leadership is essential for tackling issues such as long-term investment programmes, infrastructure development, responsive service delivery and stakeholder engagement.

This context underscored the need for a new leadership model capable of adapting to these diverse demands, leading to the development of the CTLM.

The study aims to significantly improve public transport management and enhance the overall quality of life in the region by developing and enabling leaders who understand the contribution they can make to this.

What are the key findings?

The study’s findings revealed important insights into leadership within local authorities. These leaders use a mix of transactional, transformational and situational leadership styles, while continuing to work within a heavily bureaucratic decision-making and funding context.

This hybrid approach, when deployed successfully, ensures that day-to-day operations and public expectations for road repair, current capacity of roads and the quality of public transport, are balanced with resources for long-term planning and construction to cope with increasing populations, climate change and economic uncertainty.

The CTLM is central to this approach. It has four key components:

These pillars offer a flexible yet structured leadership framework tailored to the needs of the public transport sector. The components can be used as key qualities to develop in future leaders and look for when attracting talent.

Adaptive leadership helps leaders respond quickly to changes and context, while integrative public management ensures all parts of the administration work well together.

Stakeholder engagement fosters collaboration and support from the community and industry. Sustainable development focuses on long-term, eco-friendly planning.

Effective leadership is crucial for managing complex governance issues. The study showed that using adaptive and reflective leadership practices can improve decision-making processes, making policies and projects fairer and more effective.

By adopting these strategies, local authorities can better meet the diverse needs of their communities, leading to better public transport services and an improved quality of life for residents.

Why are the findings important for the construction industry?

The findings are not only relevant to the council environment but apply to the whole construction industry. Efficient transport infrastructure is a foundation of economic growth and urban development.

Strategic planning and stakeholder engagement align with the goals of the construction industry, fostering better project execution and community support.

Construction projects often hinge on the seamless coordination between various public and private entities. By adopting the leadership practices outlined in the CTLM, construction firms can enhance their operational efficiency, ensuring timely and within-budget project completion.

The focus on sustainable development within the CTLM framework encourages construction practices that are environmentally responsible and sustainable. This alignment promotes long-term benefits and reduces the environmental footprint of construction activities.

How do you think the findings will help improve leadership and decision-making?

The research advocates for a dynamic and reflective approach to leadership within local authorities, which can influence the construction industry.

By embracing adaptive leadership practices, construction leaders can better navigate the uncertainties and complexities inherent in large-scale projects.

This adaptability ensures that leadership can respond effectively to evolving project demands and stakeholder expectations.

Effective stakeholder engagement is crucial for the success of construction projects. The CTLM framework’s focus on stakeholder engagement fosters a collaborative environment, ensuring that the interests and concerns of all parties are addressed, leading to more inclusive and accepted project outcomes.

Integrating sustainable practices into leadership and decision-making processes ensures that construction projects contribute positively to environmental and community wellbeing.

This approach not only meets regulatory requirements but also aligns with global sustainability goals.

What are the next steps?

The journey doesn’t end with the development of the CTLM framework. The next steps are crucial for its implementation and continuous improvement.

Testing the CTLM framework across different local authorities will provide valuable insights into its practical application and effectiveness. These pilot projects will help refine the model and tailor it to specific contexts and challenges.

Developing comprehensive training programmes for local government leaders based on the CTLM framework will ensure that they are well-equipped to implement the principles effectively.

These programmes will focus on enhancing leadership skills, strategic planning and stakeholder engagement.

Continuous research is essential to monitoring the long-term impacts of the CTLM framework on public service delivery and community satisfaction. Future studies will explore the framework’s adaptability to other public sectors and regions, ensuring its broader applicability and relevance.

The integration of traditional leadership models with NPM principles through the CTLM framework represents a significant advancement in public sector management.

For the construction industry, these insights offer a pathway to more effective project management, stakeholder engagement and sustainable development.

As the industry moves forward, collaboration between public and private sectors, guided by robust leadership practices, will be key to addressing the evolving challenges of modern governance and infrastructure development.