Leadership Style of Construction Project Managers in Ghana

  • S. O. Ametepey Faculty of Built and Natural Environment, Department of Building Technology, Koforidua Technical University,
  • E. Y Frempong-Jnr Faculty of Built and Natural Environment, Department of Building Technology, Koforidua Technical University,
  • J. E Cobbina Faculty of Built and Natural Environment, Department of Building Technology, Koforidua Technical University,
Keywords: Construction Industry; Ghana; Leadership Style; Project Managers; Construction Project Managers

Abstract

The construction sector differs from other industries as a result of its extraordinary attributes. Besides,
every infrastructure project comprises diverse professionals and firms that meet up to accomplish
explicit undertaking within a specified period. Leadership could increase productivity in construction
project delivery, where competence, success, and additional work is expected to be part of the result.
This research sought to assess the leadership styles of Ghanaian Construction Project Managers- CPMs
in comparison with those of their expatriate (foreign construction project managers) counterparts by
means of Fielder’s Least Preferred Co- manager worker (LPC) scale. Twenty (20) Ghanaian CPMs as
well as twenty (20) expatriate CPMs were selected, but in total, thirty (31) CPMs participated in this
study. Findings from the research indicated that, the Ghanaian CPM were found to be relationshiporiented
than their foreign counterparts. The foreign CPM were found to be more socio-independent.
Further findings on the actual leadership style of the CPMs showed no major leadership style within
the construction space in Ghana, although the participative and directive styles were increasingly
common. The result implies that though the leadership style of both respondents is different, the
difference is not significant.

Published
2022-08-03
How to Cite
Ametepey, S. O., Frempong-Jnr, E. Y., & Cobbina, J. E. (2022). Leadership Style of Construction Project Managers in Ghana. International Journal of Technology and Management Research, 7(1), 53-71. https://doi.org/10.47127/ijtmr.v7i1.151