An evaluation of critical core competencies required for effective project leadership in construction

Abstract

The definition of a project broadens the scope and areas in which project management can be learnt and understood. This research was however, deliberately restricted to construction project management because the author believes that whilst project management is studied as a generic discipline, the demands of a specialized industry are determined by certain implicit cultural norms, which are determined by the industry’s culture. The construction industry is generally masculine with heavy duties and pressure for time and with specific architectural plans that should be adhered to in order to meet the requirements of the regulations, and satisfy the customer. Though these construction sites may differ in size and level of mechanization, the standards and expectations are universal, and are governed by local government statutes, policies and regulations. Research has identified mixed feelings about the importance of hard skills as compared to soft skills as must-haves for effective project leadership. Of particular interest were the implied findings that relate to ideal leadership styles for the industry when measured against the expectations of time, cost and quality of the product. The people who were interviewed were project managers, engineers, technicians and general labourers at the plant site. The questions were specifically compiled for project practitioners who are affected by day- to- day challenges that are encountered during project execution.