Idoro, G I (2009) Clients' perception of construction project leaders in the Nigerian banking industry. Journal of Engineering, Design and Technology, 7(3), pp. 264-281. ISSN 1726-0531
Abstract
Purpose: The purpose of this paper is to promote full involvement of construction project leaders in the attempt by Nigerian banks to develop new branches and expand the scope of their services to customers whose banks were either liquidated or merged after the 2005 consolidation exercise. Design/methodology/approach: Structured questionnaires are used to collect data on status, professions, services and leadership roles of construction project leaders from a sample of 80 clients' representatives selected randomly from the 24 Nigerian banks that survived the liquidation exercise. Findings: The study discovers that Nigerian banks appoint mostly their staff who may not be project managers as project leaders and engage them mostly with services which relate to the day to day running of their new projects. It also discovers that the authority giving to project leaders is not full rather the control over the delivery of banks' projects is shared with the banks and this does not influence the banks' perception of the performance of project leaders. While this finding may appear as if the control giving to project leaders is not important in their performances, the study reveals that the performances of project leaders have significant influence on the performance of other project team members. Research limitations/implications: Although, there have been studies on project leadership in the construction industry generally, specific attention has not been given to project leadership in the banking industry as done in this paper. Practical implications: The study considers the development as unhealthy because it will not encourage construction project leaders to regard the success or failure of the projects as their responsibility and will not motivate them to perform their duties effectively. It therefore advocates that clients in the Nigerian banking industry should adopt a practice whereby project managers instead of any construction professionals are the ones to be appointed as construction project leaders and that more authority and leadership functions on the delivery of the projects than those retained by clients be delegated to them. Originality/value: The results of the study have identified some of the shortcomings in project leadership practice in the Nigerian banking industry which will spur changes that promote greater achievement of the goals of the banks for developing new projects.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | banking; construction works; customer satisfaction; Nigeria; professional services; project management |
| Index terms: | project management, project team, construction industry, customer satisfaction, construction work, construction professional, profession, Nigeria, project manager, exercise, duty, liquidation, questionnaire, methodology, professional service, leadership role, construction project, banking |
| Subjects: | institututions, health behaviours and lifestyles, organization, data collection methods, contractual role, profession, project delivery, economic analysis, operations management, professional development, project management theory and practice, production management, service delivery, Geography, research methods, financial analysis, leadership, industry analysis |
| Topics: | Organizational Design, Contract Administration, Human Resources, Roles and Professions, Stakeholder Management, Information Management, Project Management, Geographical Context, Research Practice, Health and Safety, Cost Management, Business Strategy |
| Descriptive scope: | 4 PCTA |
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