Stakeholders' impact on the leadership potential of small and medium-sized construction enterprises

Purpose This study aimed to develop a methodological approach to assessing the impact of stakeholders on leadership potential of small and medium-sized construction enterprises. Design/methodology/approach The research methodology was based on taxonomic analysis to determine the coefficient of leadership potential in the following areas: financial growth of an enterprise, internal processes, human resources development and market potential. The examination process was grounded on the materials from small and medium-sized construction companies located in Russia and China. Findings Subgroups of companies with positive dynamics of indicators, an unstable situation and negative trends of leadership potential formation are identified. Russian small and medium-sized construction companies prioritize the development of sales policies and the management of internal business processes, while Chinese companies-human potential. The generated regression equations indicate a direct relationship between stakeholder engagement and the leadership potential of construction companies in both countries. Originality/value The scientific contribution of this study is the proposed methodological approach to assessing the development of the leadership potential of an enterprise and diagnosing the degree of stakeholders' influence on the latter. This is facilitated by comprehensive analysis, which includes an assessment of leadership potential based on the results of taxonomic analysis, construction of vector diagrams and regression analysis. This study can be useful for persons conducting research in the direction of small and medium-sized business management, forming a strategy for business development and competition policy to form a company's leadership position in the market.

Automated summary

Through analyzing small and medium-sized construction companies in Russia and China, this study identified different situations in leadership potential formation, with Russian companies focusing on sales policies and internal processes management, while Chinese companies emphasizing human resources. The generated regression equations indicate a direct relationship between stakeholder engagement and the leadership potential of construction companies in both countries.