@article{Ametepey_Frempong-Jnr_Cobbina_2022, title={Leadership Style of Construction Project Managers in Ghana}, volume={7}, url={https://ijtmr.ktu.edu.gh/index.php/ijtmr/article/view/151}, DOI={10.47127/ijtmr.v7i1.151}, abstractNote={<p>The construction sector differs from other industries as a result of its extraordinary attributes. Besides,<br>every infrastructure project comprises diverse professionals and firms that meet up to accomplish<br>explicit undertaking within a specified period. Leadership could increase productivity in construction<br>project delivery, where competence, success, and additional work is expected to be part of the result.<br>This research sought to assess the leadership styles of Ghanaian Construction Project Managers- CPMs<br>in comparison with those of their expatriate (foreign construction project managers) counterparts by<br>means of Fielder’s Least Preferred Co- manager worker (LPC) scale. Twenty (20) Ghanaian CPMs as<br>well as twenty (20) expatriate CPMs were selected, but in total, thirty (31) CPMs participated in this<br>study. Findings from the research indicated that, the Ghanaian CPM were found to be relationshiporiented<br>than their foreign counterparts. The foreign CPM were found to be more socio-independent.<br>Further findings on the actual leadership style of the CPMs showed no major leadership style within<br>the construction space in Ghana, although the participative and directive styles were increasingly<br>common. The result implies that though the leadership style of both respondents is different, the<br>difference is not significant.</p&gt;}, number={1}, journal={International Journal of Technology and Management Research}, author={Ametepey, S. O. and Frempong-Jnr, E. Y and Cobbina, J. E}, year={2022}, month={Aug.}, pages={53-71} }