Wang, P; Haron, N A; Law, T H; Ales@Alias, A H and Qi, Y (2025) Unveiling the mechanisms between project manager leadership competencies and team performance: An empirical study. Journal of Engineering, Design and Technology, 23(6), pp. 1979-2004. ISSN 1726-0531
Abstract
Purpose – This study aims to explore the influence of construction project manager competencies on team performance, using structural equation modeling (SEM) within the framework of social information processing theory. It investigates the multidimensional nature of project manager competencies and their impact on team processes and outcomes. Additionally, the study examines the mediating role of team processes in the relationship between competencies and team performance. Design/methodology/approach – Drawing on data collected from 483 construction professionals in China, this study uses SEM to analyze the relationships among project manager competencies, team processes and team performance. Findings – The results demonstrate a significant and positive effect of competencies on team performance. Specifically, task-related competencies directly contribute to performance, while people-related competencies enhance leader-member relations, and self-related competencies exert a gradual, cumulative influence. Moreover, the research confirms a three-factor competency structure and elucidates the nuanced mediating roles of team learning, monitoring and climate in the competency-performance relationship, shedding light on how specific competencies affect different stages of team development. Originality/value – This study contributes to project management literature by applying social information processing theory to elucidate how project managers influence team cognition through competencies. From a practical standpoint, it advocates for a competency-based approach to project manager selection and training, aiming to enhance team performance. Overall, this research advances the understanding of the intricate interplay between project manager competencies and team performance, using SEM and a theoretical perspective rooted in social information processing theory.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | leadership competencies; social information processing; structural equation modeling; team performance; team process |
| Index terms: | construction professional, empirical study, monitoring, information processing, team performance, project management, project manager, methodology, construction project, cognition, China, team development, manager, drawing, structural equation modelling |
| Subjects: | statistical analysis, project management theory and practice, professional development, management, data science, technical documentation, control systems, profession, cognitive psychology, Geography, production management, research methods, practitioner |
| Topics: | Roles and Professions, Research Practice, Information Management, Site Management, Organizational Design, Design Practice, Digital Applications, Geographical Context, Project Management |
| 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