A competency‐based performance model for construction project managers

Dainty, Andrew R.J.; Cheng, Mei‐I; Moore, David

doi:10.1080/0144619042000202726

Cited by 118 publications

(96 citation statements)

References 9 publications

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“…Competencies generally entail the ability to apply acquired knowledge and other capabilities that are necessary for the efficient performance and achievement of predetermined organisational goals (Gruban, 2003). Thus, the type of managerial competency required in a male dominated industries, for example, mining, manufacturing and construction is not different from the one demonstrated in a seemingly female dominated industries, for example, nursing, healthcare, catering and hospitality (Dainty, Cheng & Moore, 2004;Arditi, Gluch & Holmdahl, 2013;Dreyfus, 2008;Barber & Tietje, 2004). This argument is indeed consistent with the definition of managerial competency which is a set of knowledge, skills, abilities and behaviours that enables effective performance and achievement of set organisational outcomes (Hellriegel, Jackson, Slocum, Staude, Amos, Klopper, Louw & Oosthuizen, 2004;Campion, et.…”

Section: Discussionmentioning

confidence: 99%

Analysis of gender and leadership role competencies, perceptions and stereotypes in an organisational context

Samuel

Mokoaleli

2017

SAJBM

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Powell (1990) contended that the differences between women and men leadership style is mostly based on perception and stereotype and concluded that there are "no differences" between men and women managers. This article evaluated causal linkages between employees' perception of both managerial and functional competencies and stereotype of male and female managers using a conglomerate in South Africa. The study adopted survey strategy using quantitative research design. Respondents comprised of 383 conveniently sampled lower and middle level managers using the non-probability sampling technique. Using structural equation modelling (SEM) (AMOS) and inferential statistics, our analysis showed a positive association to establish that male managers are more competent than female managers (t = 21.01, p<01), while the SEM path between perceptions and managerial competence was found to be significant (t = 001<.05). We found a non-significant path between perceptions and functional competence (t = .10, p>.05). Similarly, the path between perceptions and stereotyping was found to be non-significant (t = .07>.05). This findings further extend contemporary literature on gender and leadership roles and perhaps provided some insights regarding the continued underrepresentation of women in executive and top management positions in various organisations.

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Section: Discussionmentioning

confidence: 99%

Analysis of gender and leadership role competencies, perceptions and stereotypes in an organisational context

Samuel

Mokoaleli

2017

SAJBM

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“…Within a construction context, this view was further supported by Dulaimi et al (2005) who in a study of 32 project managers and 94 project team members in Singapore found that project managers exercise leadership, provide direction and take responsibility for achieving project goals. This leadership competency demonstrated by project managers has been identified as an important project success factor (Cheng et al, 2005;Dainty et al, 2004;Muller and Turner, 2007). Similarly, Kissi et al (2012a) found the innovation championing behaviour exhibited by project managers was primarily responsible for the success of the projects investigated.…”

Section: Transformational Leadership Innovation Championing and Projmentioning

confidence: 99%

Examining the role of transformational leadership of portfolio managers in project performance

Kissi

Dainty

Tuuli

2013

International Journal of Project Management

132

104

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Research into the role of transformational leadership in project based organisations has generally focused on project managers or senior managers and less so on portfolio managers who oversee multiple projects to achieve business objectives. This study examines the impact of transformational leadership behaviour of portfolio managers on project performance directly and indirectly through other intervening variables such as climate for innovation and innovation championing. Using a questionnaire survey, data were obtained from 112 project managers in a UK project based organisation. Transformational leadership behaviour of portfolio managers was found to have a positive and significant relationship with project performance. Innovation championing and climate for innovation both partially mediated the relationship between transformational leadership and project performance. The study confirms the importance of portfolio managers in enhancing project performance and identifies the need for project based organisations to cultivate transformational leadership behaviour among them for enhanced performance. It also highlights the need for further exploration of the role of portfolio managers in improving project performance.

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“…The quest for using competence in organizational development and performance led to numerous studies in the construction industry. Notable studies focusing on competence in the construction industry include Dullaimi and Langford (1999), Dainty et al (2004Dainty et al ( , 2005, Skipper and Lansford (2006). The aforementioned studies focused on the development of appropriate competence framework to advance the professional performance and goals .…”

Section: Competences For Construction Project Deliverymentioning

confidence: 99%

“…In an attempt to develop the competence of professionals within the construction sector, some critical factors are necessary for consideration. These critical factors include the formulation of detailed job description; development and implementation of staff training programs; enabling working environment; and effective manpower planning and staffing (Dainty et al, 2004Gibb, 2003).…”

Section: Competences For Construction Project Deliverymentioning

confidence: 99%

Strategic competences for pricing quantity surveying consultancy services

Adesi¹,

Owusu‐Manu

Murphy³

2018

ECAM

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. Purpose -Professional quantity surveying (QS) services are critical to successful delivery of construction projects within planned budget, quality and duration. The supply of QS professional services is largely dependent on the price level of services and the willingness of clients to pay. The pricing of professional QS consultancy services has been confronted with a myriad of pricing challenges due to rapid changes in the business environment; the pervasive influence of information technology; and the complexity of clients' expectation. It is therefore necessary for QS consultancy firms to develop strategic competences for the pricing of their services. In addition, numerous studies have not given the pricing the pricing of professional services the requisite attention. The purpose of this paper is to investigate the strategic competences for pricing professional QS services. Design/methodology/approach -The study was positioned within the positivist tradition. As a result, the quantitative approach was adopted using a survey questionnaire to collect data from QS consultants. The sample size of the study was 79 professional quantity surveyors chosen by using simple random sampling technique from a population of 372 registered professional QS of the Ghana Institution of Surveyors. Using the χ 2 test and factor analysis, the study established relationship between strategic competences and pricing of QS services. Findings -The study found that strategic competences for pricing QS professional services is significantly related to the managerial and professional competence of QS consultants. The strategic competences of QS consultants identified by this study include business management, services cost management; and production capabilities. Practical implications -This study provides an empirical basis for QS consultancy firms to focus on strategic direction of their contractual arrangement with clients. Practically, resource configuration and on strategic competences for professional service pricing would create price leadership. Originality/value -The study advances the pricing knowledge within the QS practice by demonstrating the nexus between strategic competences and the pricing of ...

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A competency‐based performance model for construction project managers

Cited by 118 publications

References 9 publications

Analysis of gender and leadership role competencies, perceptions and stereotypes in an organisational context

Analysis of gender and leadership role competencies, perceptions and stereotypes in an organisational context

Examining the role of transformational leadership of portfolio managers in project performance

Strategic competences for pricing quantity surveying consultancy services

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