Identification and evaluation of the key social competencies for Chinese construction project managers

Abstract It is well understood that an individual's competency has a significant effect on his/her performance. While the more traditional “hard” technical skills of project managers have drawn much attention, little light has been shed on the “soft” skills, especially social competencies in the construction context. This study has adopted a well-established competency model from human resource management theories as a basis for the theoretical framework to examine the social competencies of construction project managers. This led to the development of a model via the use of a structural equation modelling approach. Four dimensions of social competencies for construction project managers were identified, i.e. working with others, stakeholder management, leading others, and social awareness. Attention to these attributes will help construction project managers to develop their social competencies, and could contribute towards a better performance in their workplace which will in turn improve the performance of the whole organisation. Implications of adopting this approach were also discussed.

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