What makes a good project manager?

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

doi:10.1111/j.1748-8583.2005.tb00138.x

Cited by 161 publications

(172 citation statements)

References 31 publications

(31 reference statements)

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“…Cheng et al, 2005;Dainty et al, 2005;Ahadzie et al, 2008;Cheng et al, 2007). Generally, these studies focus on the identification or development of attributes, traits and characteristics considered to be associated with or predictive of -that is, critical success factors for -construction project managers' performance.…”

Section: Relevance Of the Cooperation Dimensions To Constructionmentioning

confidence: 99%

Measurement and Antecedents of Cooperation in Construction

Anvuur

Kumaraswamy²

2012

J. Constr. Eng. Manage.

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The cooperation construct in construction lacks conceptual-definitional clarity. A multi-dimensional model of cooperation is proposed in which the construct is conceptualized as comprising four related yet conceptually distinct behaviors: in-role, extra-role, compliance, and deference behavior. The construct validity of this model is assessed using confirmatory factor analysis and a sample of 140 professional managers in Hong Kong. Structural equation modeling is then used to test specific predictions linking the four cooperative behaviors with two extrinsic (incentives and sanctions) and intrinsic (intrinsic job satisfaction and legitimacy) job cognition variables. Findings confirm the convergent, discriminant, and nomological validity of the proposed model. Between them, the two intrinsic job cognition variables predict all four behavior dimensions: intrinsic job satisfaction predicts inrole and extra-role behaviors; and legitimacy predicts compliance and deference behaviors. In contrast, the influence of the extrinsic job cognition variables on cooperative behavior is imprecise and weaker.The research suggests that initiatives aimed at improving the level of cooperation in construction project settings should focus more attention on stimulating the internal motivations (enhancing 'personal causality') of project actors.

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Section: Relevance Of the Cooperation Dimensions To Constructionmentioning

confidence: 99%

Measurement and Antecedents of Cooperation in Construction

Anvuur

Kumaraswamy²

2012

J. Constr. Eng. Manage.

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“…Such generalisations constrain the development of sophisticated understandings of gender and management expertise. Project management competencies have been examined using the same general classifications (see for example Cheng et al, 2005;Turner and Muller, 2005;Toor and Ofori, 2008) but very little literature is available on gender and managerial expertise in project-based work (with the exception of Styhre, 2011;and Arditi et al, 2013).…”

Section: Gendered Strategiesmentioning

confidence: 99%

Horseplay, care and hands on hard work: gendered strategies of a project manager on a construction site

Raidén

2016

Construction Management and Economics

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The discourse of managerial expertise favours rational analysis and masculine ideals but contemporary management literature also recognises the value of well-being and employee voice in the workplace. Drawing upon narrative analysis of interview data, we share unique insights into the lived experiences of Laura, one female project manager who recently managed a construction site in the Midlands in the UK. In contrast to previous research which indicates that female managers tend to conform to quite a traditional set of gender behaviours, Laura embraces a range of workplace appropriate gendered strategies, such as hard work and horseplay, together with sensitivity and caring. She draws from this mix of gendered strategies in negotiating between two different discourses of construction; one professional and one tough and practical. Her behaviour both reproduces the masculine ideals (through horseplay and heroic management) and opens up possibilities for modernising construction management (by caring). It is this combination of strategies that is at the heart of tacit expertise for Laura. Theoretically, the discussion adds to the development of a more nuanced understanding of management expertise as situated and person specific knowledge that draws on both the explicit and tacit. Specifically, the centrality of gendered strategies beyond the masculine ideals to success on site is highlighted.

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“…Lastly, project management personnel should be able to build teamwork and cooperation by showing genuine intention to work cooperatively with others and use different approaches to get the best out of the team (Cheng et al 2005). A construction project team is temporary where people, in many cases from different organisations, come together for only one project with no guarantee of ever doing so again (Cornick and Mather 1999;Ong 2008).…”

Section: Interpersonal Skillmentioning

confidence: 99%

The roles of emotional intelligence, interpersonal skill, and transformational leadership on improving construction safety performance

Sunindijo

Zou

2013

CEB

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Due to the characteristics of the construction industry, human skills are essential for working with and through others in managing safety. Previous research has shown that emotional intelligence, interpersonal skill, and transformational leadership are human skill components that generate superior performance in today's workplace. The aim of this research is to investigate the influence of project management personnel's human skills (in terms of emotional intelligence, interpersonal skill and transformational leadership) on the implementation of safety management tasks and development of safety climate in construction projects. The structural equation modelling (SEM) method was applied to analyse the quantitative data collected via surveys and to establish interrelationship among the research variables. The results indicate that emotional intelligence is a key factor for developing interpersonal skill and transformational leadership, and for implementing safety management tasks which leads to the development of safety climate. This research also found that interpersonal skill is needed for becoming transformational leaders who contribute to the development of safety climate.

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What makes a good project manager?

Cited by 161 publications

References 31 publications

Measurement and Antecedents of Cooperation in Construction

Measurement and Antecedents of Cooperation in Construction

Horseplay, care and hands on hard work: gendered strategies of a project manager on a construction site

The roles of emotional intelligence, interpersonal skill, and transformational leadership on improving construction safety performance

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