Integrative Digital–Leadership Framework for Mitigating Performance Inefficiencies in Road Construction Projects

Abstract

This study aims to develop an integrative digital leadership framework to mitigate performance inefficiencies in road construction projects by examining how digital technologies and leadership practices can jointly improve project delivery. A qualitative research design was adopted within a constructivist paradigm. Data were collected through semi-structured interviews with 12 experienced professionals drawn from government agencies, private consulting firms, and contracting organisations involved in road construction in Ghana. The data were analysed using Braun and Clarke’s thematic analysis to identify recurring patterns related to inefficiencies, socio-technical conditions, digital adoption, and leadership competencies. The study found that project inefficiencies manifest mainly as delays, rework, fragmented coordination, slow approvals, weak supervision, and poor information flow. It also revealed that the effectiveness of digital tools depends on organisational readiness, technical competence, institutional support, and leadership capability. Road sector stakeholders should embed digital tools within routine project management, strengthen digital training, improve accountability systems, and develop leadership competencies in digital literacy, coordination, and change management. Sustainable improvement in road construction performance depends on aligning digital capability with effective leadership and coordinated governance. The study offers an original socio-technical framework that integrates digital drivers, leadership competencies, and performance outcomes within road construction practice.