Digital transformation has become a key challenge in the construction industry, where technologies such as Building Information Modeling (BIM) are introduced to improve coordination and project performance. However, many digital initiatives fail to deliver expected outcomes due to organizational challenges rather than technical limitations. This thesis examines how leadership practices support organizational change during BIM implementation as empirical context in multi-organizational construction projects. The purpose is to identify and analyze how project leaders manage resistance, support coordination across organizational boundaries, and enable the adoption of digital ways of working in practice. To reflect the integrated and collaborative nature of BIM implementation, the study combines theoretical perspectives on organizational change, leadership practice, and project-based collaboration. 

The study applies a qualitative research design based on six semi-structured interviews with professionals from client, contractor, consultant, and supplier organizations in the Swedish construction industry. The data were analyzed using an iterative thematic coding process, resulting in six themes and nine key findings describing leadership practices in digital implementation contexts. 

The findings show that BIM implementation is experienced as a broader organizational change affecting routines, roles, and collaboration, rather than a purely technical shift. Key challenges include resistance to new work practices, role ambiguity, competence gaps, and increased coordination complexity. The analysis demonstrates that leadership plays a central role in addressing these challenges through practices such as clarifying expectations, structuring coordination processes, enabling boundary-spanning collaboration, and embedding BIM into everyday project activities. Furthermore, the findings show that successful implementation depends on gradual adaptation over time, supported by continuous learning, trust-building, and alignment of digital practices with practical project needs. 

The study concludes that leadership is not limited to formal authority but emerges through interaction and coordination across organizational boundaries. Digital transformation in construction is therefore a socio-organizational process where outcomes depend on how leaders actively shape meaning, structure collaboration, and integrate digital tools into daily work practices. 

Future research should examine how these leadership practices evolve across different project contexts and over time, particularly through studies that capture how digital implementation develops throughout project phases.