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Impact of project managers’ leadership style on employee performance in a construction company in Cape Town
Author(s)
Kalambayi, Jean Luc
Date Issued
2020
Type
Thesis
Publisher
Cape Peninsula University of Technology
Abstract
There is currently a lack of research detailing how project managers’ leadership styles impact
the performance of employees of construction companies in Cape Town. Our aim, through this
thesis, was as follows: to investigate whether or not project managers’ leadership styles have
an impact on employee performance in Cape Town’s construction industry; to ascertain the
extent of the impact (and better understand the correlation between different leadership styles
and performance outcomes); to develop a management framework to improve leadership
quality, and, in doing so, provide tools to improve employee performance.
To achieve these research objectives, the researcher developed a structured questionnaire to
gather data on the impact of construction project managers’ leadership styles on employee
performance. A total of 456 questionnaires were distributed at construction sites across Cape
Town. Of these, 377 were duly completed, resulting in a respondent rate of 82.68%.
Responses were then analysed by the researcher using an ANOVA test (with the descriptive
and regressive methods), as well as a post-hoc test (using the Bonferroni Method), and
correlation analysis. The results revealed there to be a statistically significant positive
relationship between Cape Town project managers’ leadership styles and the performance of
subordinate employees on construction job sites.
Using this information, the researcher developed a conceptual framework with leadership
quality development tools and recommendations to assist project managers and organisations
in improving employee performance and leadership. It highlights the importance of using
leadership quality development tools such as training and development, empowerment,
coaching, participation, and delegation to improve employee performance. It also details
specific and strategic means to implement these recommendations.
We believe this research provides valuable insight into the impact of project managers’
leadership styles on employee performance in the construction industry in Cape Town. It
provides details on how construction project managers’ leadership is perceived, as well as its
impact on employee satisfaction and performance. The research will contribute to project
managers’ leadership development to help improve previous shortcomings and foster a
mutually beneficial work environment where all can thrive.
the performance of employees of construction companies in Cape Town. Our aim, through this
thesis, was as follows: to investigate whether or not project managers’ leadership styles have
an impact on employee performance in Cape Town’s construction industry; to ascertain the
extent of the impact (and better understand the correlation between different leadership styles
and performance outcomes); to develop a management framework to improve leadership
quality, and, in doing so, provide tools to improve employee performance.
To achieve these research objectives, the researcher developed a structured questionnaire to
gather data on the impact of construction project managers’ leadership styles on employee
performance. A total of 456 questionnaires were distributed at construction sites across Cape
Town. Of these, 377 were duly completed, resulting in a respondent rate of 82.68%.
Responses were then analysed by the researcher using an ANOVA test (with the descriptive
and regressive methods), as well as a post-hoc test (using the Bonferroni Method), and
correlation analysis. The results revealed there to be a statistically significant positive
relationship between Cape Town project managers’ leadership styles and the performance of
subordinate employees on construction job sites.
Using this information, the researcher developed a conceptual framework with leadership
quality development tools and recommendations to assist project managers and organisations
in improving employee performance and leadership. It highlights the importance of using
leadership quality development tools such as training and development, empowerment,
coaching, participation, and delegation to improve employee performance. It also details
specific and strategic means to implement these recommendations.
We believe this research provides valuable insight into the impact of project managers’
leadership styles on employee performance in the construction industry in Cape Town. It
provides details on how construction project managers’ leadership is perceived, as well as its
impact on employee satisfaction and performance. The research will contribute to project
managers’ leadership development to help improve previous shortcomings and foster a
mutually beneficial work environment where all can thrive.
Additional information
Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2020
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