Describing the Perceived Experiences and Training of Mid-Level Managers of Millennials in the Construction Industry

Abstract

The purpose of this qualitative descriptive study was to describe how mid-level construction managers’ perceived experiences and training align with their perceived management style preferences of Millennials to create unique in-group LMX relationships with Millennials employed by a construction company that has offices in the major cities along the West Coast. Data were gathered from the 43 LMX-7 questionnaire participants, and 10 semi-structured interview participants, who work as mid-level managers of Millennials in the construction industry. Leader-member exchange (LMX) theory was the theoretical framework for this study. The Braun and Clark thematic analysis approach was utilized to analyze the interview transcripts. Six themes emerged from the analysis: Mid-level managers communicate openly and teach their Millennial subordinates, Mid-level managers seek to understand and support their Millennial subordinates, Mid-level managers are flexible and concerned, Mid-level managers hire women, resist, or redefine diversity and inclusion, Mid-level managers provide open communication and yearly reviews, and New encounters that build trust create unique in-group LMX relationships for Mid-level managers. The findings of this study may be leveraged to contribute to existing research on leadership in the construction industry, encourage an increased focus on research from the mid-level manager perspective, and generally progress LMX theory.