Leading the Way: Women, Leadership, and What Works in Construction

February 1, 2026

The construction industry faces a widening leadership gap, with an aging workforce, ongoing labor shortages, and a need for flexible, people-focused leadership. Advancing women into leadership roles could help fill this gap in construction organizations. Studies show that women bring fresh perspectives and leadership styles that strengthen safety cultures, improve collaboration within teams, and inspire long-term growth and greater retention within the workforce. However, the Women in Construction studies from the National Center for Construction Education and Research (NCCER) have shown that women face barriers to advancement—from a lack of tailored leadership training to limited mentorship and sponsorship opportunities.

This article summarizes the findings from NCCER’s Leading the Way: Women, Leadership and What Works in Construction, a study that incorporates survey data from 2024 and interviews with women in the construction industry who participated in female-specific leadership development programs.

NCCER set out to understand how female-specific leadership training impacts career growth, confidence, and advancement for women. The results confirm the power of leadership development but also highlight gaps that still need to be addressed.

Key Findings

  • Confidence is key: Female-focused leadership programs boosted participants’ self-confidence, giving them the courage to speak up, advocate for themselves, and take on bigger roles.
  • Career growth happens: Many women reported that female-specific leadership training helped them move up, take on new responsibilities, or set clearer career goals.
  • Leadership training works: Nearly 75% of women surveyed had participated in leadership training, but more than half said the programs were not specifically designed to address the unique challenges women face in construction.
  • Strike a balance: While female-only leadership programs build solidarity and confidence, many participants felt that future leadership training events should also include men, reflecting the reality of the workplace and broadening perspectives

Why Leadership for Women in Construction Matters

The construction industry has long been predominantly male, where women have been historically underrepresented in both craft and leadership roles. Effective leadership has become an even bigger need in this industry as it faces consistent and continual workforce shortages. Women represent an untapped talent pool. Supporting their leadership development introduces new perspectives that can strengthen and broaden leadership approaches within the industry. By implementing leadership development programs to advance women in construction, organizations can unlock the full potential of their female employees and enhance their overall workforce. Investing in women’s leadership programs can help bridge the skills gap while bringing fresh and potentially more effective views and capabilities to the field.1

What Is Transformational Leadership?

The construction industry has a long history of command-and-control leadership styles that are more transactional in nature.2 Traditionally, transactional leaders operate through structured processes, task delegation, and performance-based rewards or penalties. In many ways, this leadership style aligns well with the construction industry’s high-risk and deadline-driven nature. However, this leadership style, often associated with male leaders, emphasizes control, efficiency, and immediate results over relational development.3 Studies have shown that “an excessive emphasis on transactional leadership may hinder innovation and long-term growth.”4

Transformational leadership, on the other hand, is “a people-oriented, trust-based relationship… which tends to be associated with women.”5 Transformational leadership is centered on vision, collaboration, mentorship, and the personal development of team members.6 Studies have found that employees are more likely to report hazards, follow safety protocols, and look out for one another in workplaces where they feel valued and empowered to speak up—which are hallmarks of transformational leadership.7 Research has shown that the qualities associated with the transformational leadership style improve job satisfaction and employee retention.8

In a workforce where skilled labor is becoming increasingly scarce, companies that invest in leadership that goes beyond the traditional transactional style could reduce turnover rates and cultivate a more engaged workforce. Additionally, construction remains an industry with significant worksite hazards, where safety depends on clear communication, teamwork, and a culture of accountability. If a transactional approach to safety focuses on compliance and rule enforcement, and a transformational leadership approach prioritizes proactive engagement and behavioral change, then organizations that promote both leadership styles could potentially enhance safety, employee engagement, and retention.9

Providing Leadership Programs that Meet Needs

One key obstacle to career advancement for women in construction is the lack of tailored leadership development programs specifically designed for the challenges women face.10 Women must handle challenges like overcoming implicit and explicit biases, developing confidence in leadership roles, and effective networking in high-pressure environments. Leadership programs that fail to acknowledge and address these female-specific challenges often leave women feeling overlooked and underprepared for advancement opportunities.11

Training programs tailored to women’s needs enhance women leaders’ abilities by addressing skill gaps, breaking down barriers to inclusion, and cultivating a sense of belonging.12 These programs prioritize psychological safety, a key factor in learning
and growth, allowing women to engage fully without fear of judgment or failure.13 A 2018 study on leadership for women found that female-only leadership courses positively impacted women’s career decisions and upward mobility.14 This same study found that programs that emphasized creating a safe learning space for women enabled more participants to explore their potential while receiving feedback more openly.

In addition, mentoring and sponsorship are critical yet underutilized tools for promoting women’s career growth.15 Mentorship programs can help bridge the gap between skill development and real-world application, providing women with the insights and guidance they need to navigate their professional journeys. Sponsorship programs, where influential leaders actively advocate for women’s promotions and advancement, are equally important. Studies have shown that women with sponsors are significantly more likely to secure leadership positions and critical assignments. However, these programs remain
limited for women in the construction industry.16

Practical Strategies for Industry Leaders

Elevate Leadership Programs to Meet Industry Challenges

Organizations must design and implement leadership training initiatives that explicitly address the barriers women face in construction. Although generic leadership training courses can be convenient and ubiquitous, training programs tailored to the construction industry’s unique challenges, designed specifically for women, can provide greater opportunities for women to advance in their careers and create networks that can influence their career trajectories.

When selecting a leadership program, employers should find one that offers participants the chance to refine essential communication, decision-making, and project management skills, all within a framework specifically designed for the construction industry.

Organizations Should:

  • Develop and implement leadership training programs specifically designed for women in construction, ensuring they address industry-specific challenges.
  • Strategically design training and career advancement paths that include both female-specific and traditional formats. While female-specific programs offer essential support and confidence-building, traditional training environments are critical for developing the leadership skills needed to thrive in real-world work settings.
  • Participate in industry-led women-in-construction events, trainings, and seminars

Strengthen Sponsorship and Mentorship Networks for Women

The NCCER study shows that female-specific training events help women connect with influential leaders who can advocate for their advancement. Mentorship should be purposeful and supported by leadership and the organization, and women at all levels should be encouraged to participate and contribute.

Organizations Should:

  • Establish formal mentorship and sponsorship programs that connect women with senior leaders who actively advocate for their career progression and leadership opportunities.
  • Conduct regular evaluations of mentorship programs to ensure they meet women’s needs in construction and facilitate measurable career advancement.

Foster Inclusive Leadership Spaces and Networking Opportunities

Beyond training opportunities, companies should host exclusive leadership forums or annual summits where women in construction can connect, share experiences, and gain insights from industry veterans. These forums or summits should be designed to foster leadership development, mentorship, and sponsorship, and expose participants to industry innovations, negotiation skills, and other complementary training.

Organizations Should:

  • Create industry-specific leadership forums or networking events where women can build connections, gain insights from senior executives, and participate in leadership development initiatives.

Building a Foundation for Lasting Change

Leading the Way: Women, Leadership and What Works in Construction findings underscore the need for the construction industry to take proactive steps in developing and promoting women into leadership roles. While progress has been made, a significant gap exists between what organizations say they want to do to support women and what is actually being done. By implementing leadership training that addresses women’s challenges, organizations can create a culture where female employees feel empowered to advance their careers.

Key Recommendations

  • Create leadership training programs tailored for women in construction, addressing industry-specific challenges like bias, networking gaps, and confidence-building.
  • Host women’s leadership forums and summits that provide safe spaces for sharing experiences, building networks, and fostering learning.
  • Balance female-specific and mixed training models to ensure women gain both confidence and practical leadership experience for the real-world environments they work in.

The recommendations outlined help create a road map for companies seeking to broaden the reach of women in construction leadership. Female-specific training has proven to be an effective tool in fostering confidence and professional growth. Still, it must be complemented by structured career pathways, industry-tailored leadership development, and learning environments that prepare women for real-world leadership dynamics. As the industry grapples with labor shortages and an aging workforce, harnessing the full potential of all workers, including women, will be critical to sustaining growth and innovation.

References
  1. “Why the Construction Industry Needs More Women,” Gidel & Kocal Construction Co. Inc., September 15, 2021, https://gidelkocal.com/why-the-construction-industry-needs-more-women/.
  2. Aarons, G. A., “Transformational and Transactional Leadership: Association with Attitudes toward Evidence-Based Practice,” Psychiatric Services (Washington, DC), vol. 57, no. 8, 2006, pp. 1162–1169, doi:10.1176/appi.ps.57.8.1162.
  3. Lynch, Catherine M., “One Leadership Style Does Not Fit All,” The Virtual Mentor: VM, vol. 15, no. 6, 2013, pp. 544–546, doi:10.1001/virtualmentor.2013.15.6.oped1-1306.
  4. Dong, Bo, “A Systematic Review of the Transactional Leadership Literature and Future Outlook,” Academic Journal of Management and Social Sciences, vol. 2, no. 3, 2023, pp. 21–25, doi:10.54097/ajmss.v2i3.7972.
  5. Attaallah, Haneen, “Transformational and Transactional Leadership: From the Gender Lens,” Proceedings of the International Conference on Research in Business, Management and Finance, vol. 1, no. 1, 2024, pp. 1–16, doi:10.33422/icrbmf.v1i1.514.
  6. Lynch, Catherine M., “One Leadership Style Does Not Fit All,” The Virtual Mentor: VM, vol. 15, no. 6, 2013, pp. 544–546, doi:10.1001/virtualmentor.2013.15.6.oped1-1306.
  7. Irshad, Muhammad, et al., “The Combined Effect of Safety Specific Transformational Leadership and Safety Consciousness on Psychological Well-Being of Healthcare Workers,” Frontiers in Psychology, vol. 12, 2021, doi:10.3389/fpsyg.2021.688463.
  8. Wei, Li, et al., “The Role of Transformational Leadership in Mitigating Employee Turnover: Insights from China’s High-Tech Industry,” Journal of Infrastructure Policy and Development, vol. 8, no. 9, 2024, p. 7830, doi:10.24294/jipd.v8i9.7830.
  9. Gruessner, Rainer W. G., “The Need for Transformational and Transactional Leadership in Modern Health Care Systems and Hospitals,” Annals of Public Health & Epidemiology, vol. 2, no. 2, 2023, doi:10.33552/aphe.2023.02.000534.
  10. Ely, Robin J., et al., “Taking Gender into Account: Theory and Design for Women’s Leadership Development Programs,” Academy of Management Learning and Education, vol. 10, no. 3, 2011, pp. 474–493, doi:10.5465/amle.2010.0046.
  11. Debebe, Gelaye, et al., “Women’s Leadership Development Programs: Lessons Learned and New Frontiers,” Journal of Management Education, vol. 40, no. 3, 2016, pp. 231–252, doi:10.1177/1052562916639079.
  12. Van Oosten, Ellen B., et al., “The Leadership Lab for Women: Advancing and Retaining Women in STEM through Professional Development,” Frontiers in Psychology, vol. 8, 2017, p. 2138, doi:10.3389/fpsyg.2017.02138.
  13. Debebe, Gelaye, “Creating a Safe Environment for Women’s Leadership Transformation,” Journal of
    Management Education    , vol. 35, no. 5, 2011, pp. 679–712, doi:10.1177/1052562910397501.
  14. “FACULTY VIEW: What Makes for a Successful Women’s-Only Leadership Programme?” Unssc.org,
    https://www.unssc.org/news-and-insights/blog/faculty-view-what-makes-successful-womens-only-leadership-programme. Accessed February 26, 2025.
  15. Van Oosten, Ellen B., et al., “The Leadership Lab for Women: Advancing and Retaining Women in STEM through Professional Development.” Frontiers in Psychology, vol. 8, 2017, p. 2138, doi:10.3389/fpsyg.2017.02138.
  16. Lekchiri, Siham, and Jesse D. Kamm, “Navigating Barriers Faced by Women in Leadership Positions in the U.S. Construction Industry: A Retrospective on Women’s Continued Struggle in a Male-Dominated Industry,” European Journal of Training and Development, vol. 44, no. 6/7, 2020, pp. 575–594, doi:10.1108/ejtd-1-2019-0186.

National Center for Construction Education and Research

Excerpted and edited with permission from Leading the Way: Women, Leadership and What Works in Construction. The full report is available at www.nccer.org. The National Center for Construction Education and Research (NCCER) is an independent 501(c)(3) nonprofit education foundation, providing construction education for industry and career and technical education programs. Email info@nccer.org for more information.