The Leadership Profile of Nigerian Construction Project Managers

The study aimed at presenting the leadership characteristics of Nigerian construction professionals involved as team leaders on building projects. Sixty construction project managers who were based in the Nigerian cities of Lagos and Abuja were selected for the study. A questionnaire was designed to collect data on 11 variables pertaining to the leaders including professional grouping, age, educational and professional quali�cations, industrial experience, overseas training, overall training, personality, leadership style, style range and effectiveness. Descriptive statistics were used for the analysis of the data obtained. One-way analysis of variance and Chi-square were used to test the study hypotheses. Notable findings include: Majority of the project leaders exhibited consensus leadership style, overwhelming majority style range support high task/high relationship behaviour; there was no significant relationship between the project leader's professional background and his leadership style, and there was no significant relationship between project leader's professional background and effectiveness.

[1]  George Ofori,et al.  Leadership and Construction Industry Development in Developing Countries , 2012 .

[2]  G. Prabhakar,et al.  Switch Leadership in Projects an Empirical Study Reflecting the Importance of Transformational Leadership on Project Success across Twenty-Eight Nations , 2005 .

[3]  Heyecan Giritli,et al.  Leadership styles: some evidence from the Turkish construction industry , 2004 .

[4]  William H. Weare,et al.  Developing Core Leadership Competencies for the Library Profession. , 2009 .

[5]  Damilola Ekundayo,et al.  Construction professionals and project management competencies in Nigeria , 2008 .

[6]  S. Amirul,et al.  A Study on the Relationship between Leadership Styles and Leadership Effectiveness in Malaysian GLCs , 2012 .

[7]  J. Rodney Turner,et al.  The Project Manager's Leadership Style as a Success Factor on Projects: A Literature Review , 2005 .

[8]  Campbell Fraser,et al.  The influence of personal characteristics on effectiveness of construction site managers , 2000 .

[9]  Steven D. Caldwell,et al.  The effects of transformational and change leadership on employees' commitment to a change: a multilevel study. , 2008, The Journal of applied psychology.

[10]  C. Chow,et al.  Towards understanding the direct and indirect effects of CEOs' transformational leadership on firm innovation , 2008 .

[11]  Harold Kerzner,et al.  SUMMER 2011 TEXTBOOKS EM 536 Project Management Project Management: A System Approach to Planning, Scheduling, and Controlling , 2011 .

[12]  Stephen O. Ogunlana,et al.  LINKING PERSONAL COMPETENCIES WITH TRANSFORMATIONAL LEADERSHIP STYLE EVIDENCE FROM THE CONSTRUCTION INDUSTRY IN THAILAND , 2008 .

[13]  Kwok Kee Wei,et al.  Organizational culture and leadership in ERP implementation , 2008, Decis. Support Syst..

[14]  A. Keegan,et al.  Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers , 2004 .

[15]  S. Jayasingam,et al.  Leadership Style and Perception of Effectiveness: Enlightening Malaysian Managers , 2009 .

[16]  Charles O. Skipper,et al.  Assessment with 360° Evaluations of Leadership Behavior in Construction Project Managers , 2006 .

[17]  M. Higgs,et al.  Assessing leadership styles and organisational context , 2005 .