EFFECTIVE LEADERSHIP STYLES FOR MANAGING FACILITIES MANAGEMENT FIRMS DURING COVID-19 PANDEMIC

Abstract

The emergence of the COVID-19 pandemic has emphasised the importance of Facilities Management (FM) in curbing the transmission. As the introduction of Safe Management Measures has resulted in increasing manpower and operating costs for FM firms, it is postulated that such drastic changes in the working environment will require strong leadership to lead FM professionals (FMPs) into achieving better work outcomes to achieve organisational goals. The aim of this dissertation is to identify the effective leadership styles in improving the work outcomes of FMPs during COVID-19 pandemic.

From the literature review, 3 predominant leadership styles (transformational, transactional and disaster management leadership) operationalized into 38 leadership variables and 7 work outcomes were uncovered. A questionnaire was then crafted and disseminated online to FMPs who had personally managed and coordinated FM work in building facilities during critical periods of COVID-19 pandemic in Singapore. In addition, 3 semi-structured interviews were conducted with FM supervisors to validate and explain the survey findings.

SPSS software was used to analyse the data. Based on one-sample Wilcoxon signed-rank test, it was found that all the 38 leadership variables were significantly practised by FMPs’ supervisors and managers. In addition, 5 out of 7 work outcomes were found to have a significant presence amongst the FMPs. Results from Spearman’s Correlation analysis also found that a range of leadership variables were associated with work outcomes significantly.

Based on the findings, a range of recommendations was provided to organizations that employ FMPs. Some of these include enhancing employee recognition and concern by providing sufficient rest areas, allowing flexible work arrangements, instituting one-to-one dialogues and providing training to refresh FMPs’ crisis management skills.