Defining and prioritising key competencies for digital transformation leaders in project-oriented organisations within the national construction industry

As digital transformation reshapes industries worldwide, construction businesses must adapt to maintain a sustainable competitive advantage. While technical, financial and legal barriers are often cited as obstacles to digital transformation, behavioural and leadership issues present equally significant challenges in the construction sector. Despite this, the critical competencies needed for effective digital transformation leadership have received limited attention. This study aims to identify and prioritise key competencies essential for digital transformation leaders within project-oriented organisations in Iran's construction industry. Using a two-stage mixed-methods approach, we conducted semi-structured interviews with 12 digital transformation leaders to identify relevant competencies, followed by a quantitative survey to rank these competencies. Through qualitative content analysis, 32 competencies were identified and categorised based on the Boston University project management competency matrix into three groups: behavioural, business and leadership, and technical competencies. Quantitative analysis using a one-sample t-test revealed that behavioural competencies are most critical for digital transformation leaders. The findings underscore the need for adaptable and behaviourally competent leaders to effectively guide digital initiatives in construction. This study provides a foundational framework for understanding the competencies that influence successful digital transformation leadership in the construction industry.