This multiple-case study focused on the identification of essential Project Manager (PM) leadership attributes as perceived during the interview process by Chief Executive Officers (CEOs) in the large-volume residential construction industry. The exploratory methodology was composed of a questionnaire, in-depth interviews, field notes, and pertinent company documentation offered by CEOs. Analytical generalizations produced themes, patterns, and insights of leadership attributes in the context of the residential construction industry. Cross-case data analyses identified PM interviewee leader traits and fractioned them into four themes linked to leadership theories and leader attributes. Results suggested that PMs are perceived to be effective when using Theory Y traits, charismatic traits, transformational traits, and contingent reward transactional leader traits. Results indicated that PMs who are more passive and/or avoidant in their leadership traits are perceived to perform more poorly by CEOs. Results identified phenomena that supported the applicability of transformational and transactional augmentation effects and implied that a moderated adaptation of transformational leadership is promoted in the leadership and management frameworks of the large volume residential construction environment. Suggestions were made to enable construction company CEOs to develop strategies to improve PM leadership attributes in the industry.
|Adviser||Sheila D. Fournier-Bonilla|
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