Limsila, K and Ogunlana, S O (2008) Linking personal competencies with transformational leadership style evidence from the construction industry in Thailand. Journal of Construction in Developing Countries, 13(1), pp. 27-50. ISSN 1823-6499
Abstract
This study explored the linkage between personal competencies and leadership behaviours as well as their influences on leadership outcomes and subordinates' work performance. Personal competencies were measured using the Project Manager Competency Development (PMCD) tool. Leadership behaviours and outcomes were measured using Multifactor Leadership Questionnaire (MLQ). Data was collected from construction projects in Thailand. Findings revealed that leadership outcomes have significant positive relationship with all personal competencies specified in the PMCD framework, every factor in the transformational style and contingent reward factor in the transactional style. Transformational leaders tend to produce high work quality, work quantity, and problem solving creativity from subordinates. Findings further verified that all PMCD personal competencies have significant positive relationship with every factor in the transformational style. It implies that project managers who apply the transformational style and/or have high personal competencies indicated in PMCD framework are likely to generate greater leadership outcomes and work performance on construction projects.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | construction project; leadership; leadership outcomes; project management; work performance |
| Index terms: | linkage, project manager, creativity, construction industry, transformational leadership, work performance, project management, Thailand, leadership outcome, construction project, questionnaire, problem solving, evidence |
| Subjects: | business, profession, evaluation and assessment methods, data collection methods, operations management, decision-making and reasoning, management, project management theory and practice, Geography, production management, innovation and creative processes, industry analysis, leadership |
| Topics: | Organizational Design, Design Practice, Roles and Professions, Business Strategy, Geographical Context, Project Management, Research Practice |
| 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