A Study on the Influence of Immigrants’ National Culture on the Leadership Styles of Construction Professionals in Toronto

Dave Estrella

doi:10.11594/assrj.01.03.19

Authors

Dave Estrella Faculty of Engineering, University of Ottawa, Ottawa, Ontario, Canada

DOI:

https://doi.org/10.11594/assrj.01.03.19

Keywords:

Diversity, Multiculturalism, Leadership Style, Communication Style, Construction Management

Abstract

Canada is often seen as an inclusive and welcoming country where people from many backgrounds live and work together with mutual respect. Toronto, in particular, is known for its rich cultural diversity, with residents representing 169 ethnic origins from around the world. Data from Statistics Canada, Immigration, Refugees and Citizenship Canada, and the City of Toronto all support Toronto’s reputation as one of the world’s most multicultural cities. The history of immigration in Canada began with the French, then by the Englishmen. Subsequent waves of immigrants included those from Europe, Africa, and China. During the1950s and 1960s, Italians made up approximately 65% of the workforce within Toronto’s construction industry, and they remained the second most populous immigrant group in Toronto up until the 1980s. The Multiculturalism policy was introduced in 1972 marking a turning point, leading to increased immigration from around the globe. In recent years, the Philippines, India, and China have emerged as the top countries of origin for immigrants to Canada, with South Asians, Chinese, Blacks, Filipinos, and Latin Americans now forming the largest visible minority groups in Toronto. To support and at the same time enhance multiculturalism, a range of laws and policies are in place with the aim of promoting inclusivity and address any potential abuses within the system. Many construction companies operating in Toronto employ individuals from a wide array of ethnic backgrounds. This study examines how immigrants’ national cultures influence the leadership and communication styles of construction professionals living and working in Toronto. This author used Hofstede’s Values Survey Methods 2013 (VSM2013), followed by a face-to-face interview to confirm results. Respondents consistently indicated that both Canadians and immigrants collaborate effectively, setting aside cultural differences to ensure projects are completed on schedule and within budget. This underscores the genuinely accepting nature of Canadian society and the immigrants’ cultural change, especially those coming from the East, accepting western cultural influences on Transactional and Transformational leadership.

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