Ghanbaripour, A N; Golmoradi, M; Langston, C; Skulmoski, G and Arqoub, M A (2022) The effect of project manager's management style on project delivery success in construction projects. International Journal of Construction Management, 22(15), pp. 2941-2950. ISSN 1562-3599
Abstract
This study explores the type of management styles adopted by construction project managers (PM) in Iran and the relationship between the styles chosen and project success. A sample of 139 project management practitioners participated, and the results were analyzed using robust statistical methods. The results show that although most of the PMs tend to take determined approaches, the rate of adoption of this management style slightly differs from that of the other styles. The results also present that the four dimensions of management style, namely interaction, flexible, proactive and external, would lead the projects to achieve better outcomes and increase the likelihood of success. The findings form an insight into the current practice and may be useful for PMs to improve their management abilities and skills.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | competency; management style; project management; project success |
| Index terms: | management style, project success, construction project, practitioner, manager, project manager, dimension, project delivery, interaction, statistical method, project management |
| Subjects: | management, project delivery, health monitoring assessment and metrics, production management, behavioral psychology, statistical analysis, project management theory and practice, practitioner, profession |
| Topics: | Procurement, Human Resources, Project Management, Health and Safety, Roles and Professions, Research Practice |
| Descriptive scope: | 3 PCA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here