Effect of Project Managers’ Leadership Behaviour on Construction Project Success in FCT, Abuja

Effect of Project Managers’ Leadership Behaviour on Construction Project Success in FCT, Abuja

Adeyemi Awote Adewumi¹., Nuruddeen Usman¹., Musa Muhammad¹., Yusuf Aliyu Ishaku²

¹Department of Building Technology, Abubakar Tafawa Balewa University, Bauchi, PMB 0248, Bauchi State-Nigeria

²Freelance, Kaltungo Local Government Area of Gombe State-Nigeria

DOI: https://dx.doi.org/10.47772/IJRISS.2025.908000344

Received: 06 August 2025; Accepted: 14 August 2025; Published: 10 September 2025

ABSTRACT

Success or failure depend on the kind of the Project Manager for a particular project. The research aimed at evaluating the effect of project managers’ leadership behaviour on construction project success in FCT, Abuja. Quantitative (descriptive survey) research design was adopted with the used of questionnaire to sought information from the respondents of the study. Both descriptive and inferential statistical methods of data analyses were adopted for the data analyses using a software called Statistical Package for Social Sciences (SPSS version 23). The research concluded that: project managers in FCT, Abuja exhibit Autocratic leadership behaviour in the building construction project with sensitive to team members behaviour, good communicator behavior, and good planner and organizer behaviour as the most project managers’ good leadership behaviours in the study area; there is a moderate level of construction project success achieved by project managers with quality of the building construction project product, safety efficiency dimension, and cash-flow management of building construction projects as the three most high-level success achieved by project managers in the study area; and, there is a very strong positive correlation and significant predictor between construction project effectiveness and building construction project success (R = 78.3%; F = 83.987; Sig. = 0.000) with Beta-value = 0.780 buttressing the project managers’ leadership behaviour having a strong positive effect on project effectiveness. The research recommended that: project managers should focus on developing their leadership skills to improve project results and be able to carry all the building construction projects team along as they are the driver of project responsible for its success or failure; project managers in collaborations of all the professional bodies should strive hard to always think ahead and proffer solutions to unforeseen problems even before it arises as to ensure success at all run; government and all the stakeholders in building industry should ensure enabling play ground with flexible policies and regulations with more resources support for the construction project team to ensure level of success that can help in driving and contributes to the nation’s economy; and all construction firms should invest in leadership development programs to improve project managers’ capabilities as leadership lead to either success or failure of project.

Keywords: Project Manager’s Behaviours in Building Construction Industry; Project Managers’ Behaviour for Effective Leadership of Building Construction Projects; Dimensions of Success in Building Construction Projects; Theoretical review; Review of Related Literature.

INTRODUCTION

Background to the Study

Most often, success or failure depend on the kind of the Project Manager (PM) for a particular project; and it is not only about the Project Management Professional (PMP) or Projects in Controlled Environments (PRINCE2) certification the project manager has or how well the project manager applies project management practices. Behavioral pattern of the individual as a PM can also decide the fate of the project, since some of PM’s behaviour can put the project in danger [1],[2]. Thus, individual behaviour becomes important, because it is the project manager who is largely expected to control, monitor and direct the project towards a successful conclusion [2],[4].

The construction industry is the single largest industry that greatly subscribe to the development of a Nation [5]. In contributing globally, construction industry generates employment and contributes between 2%–10% to the GDP of most developing Countries [6]. The building construction sector plays a strategic role in the economic structure of any developed and developing nation including Nigeria [7]. If project succeeds then it is the result of collective team effort however if project fails, it may fail due to various reasons but the failure is largely attributed to project manager. Modern day projects are keenly planned, vigorously executed and closely monitored using the latest management methods and advanced technological tools; notwithstanding this, around 60% of all these projects fall short of meeting their expectations [8]. According to [9], the abstract nature of the concept of project success would be the main possible cause of divergence on project success in the construction industry.

[10] posit that meeting cost, time and scope goals is known as efficiency in project; while, meeting wider business and enterprise goals as defined by key stakeholders is termed as success in project. According to [11], construction projects can be considered to be successful when they are completed on time, within budget and all the stakeholders are satisfied with its quality. Therefore, to cope with an ever-increasing population, pressure on land, and growing economic activity, construction projects are in increasing demand and activities are booming in many countries [12].

The project manager is instrumental in the success or failure of multiple and varied projects [13]. Project managers are responsible for project success, and the strategies they implement influence project results [14],[15]. A project manager must possess the ability to identify critical and noncritical paths, excel at managing all facets of the project work tasks, and adjust strategies based on project type to prevent the multiple factors that can lead to project failure [16]. [17] studied the critical success factors of projects, where they concluded that project success has a direct correlation to the project outcomes or deliverables aligning with project sponsor expectations and the project manager’s ability to leverage lessons learned from previous projects. Project managers continue to search for project management strategies through conferences, training, seminars, and workshops [16]. According to [8], managing successful projects involve more than schedules, templates and other associated paperwork; however, it requires the application of strong soft and hard managerial skills.

The work of project managers within the construction industry is directly linked to the success of construction projects; however, at times the behaviour of project managers has also been linked with inability to achieve the project’s trilogy of time, cost, and quality, as well as safety and cash-flow management targets [1],[18]. Many failures and poor building project performances reported in construction projects have been associated with construction project managers’ behaviour-related problems. The effects of ineffective construction project manager’s behaviour are usually high and they result from factors emanating from the human resource management systems of construction organizations [19].

Although the importance of leadership has been regarded as a success factor for organizations, in regard to project context there have still not been enough empirical studies on the association between leadership style and project success [20],[21], particularly in the context of the construction industry in the developing world. This situation constitutes a gap in knowledge that needs to be filled. To this end this study will evaluate the effect of project managers’ leadership behaviour on building construction project success in FCT, Abuja.

Aim and Objectives of the Study

The research aimed at evaluating the effect of project managers’ leadership behaviour on construction project success in FCT, Abuja with a view of improving project client’s satisfaction by taking cognizance of the effect of project leadership on both short and long-terms perspective dimensions of construction project success.

The specific objectives include:

To evaluate the leadership behaviour exhibited by project managers in building construction projects in FCT, Abuja.

To determine the level of construction project success achieved by project managers in building construction projects in the study area.

To determine the effect of project managers’ leadership behaviour on construction project success in the study area.

LITERATURE REVIEW

Project Manager’s Behaviours in Building Construction Industry

A project is an endeavor that has a definable objective, consumes resources, and operates under time, cost, and quality constraints. Also, a project is a temporary endeavor undertaken to create a unique product, service or result [22]. [23] also, poses that a project must provide value to all its stakeholders; if not, project will not receive adequate support. A project can be seen as a new time-bound effort with several related and/ or interdependent tasks to create a unique product or service that adds value. As it is a new effort, often, we do not have complete knowledge or experience about planning and executing the project. Needless to say, projects are characterized with unknown factors and ambiguity, which delay the development of detailed scope and specifications to later stages of project planning. Further, any project requires resources such as materials, tools, equipment, and people to execute it. Furthermore, [24], defined project can be considered as a complex, non-routine, one-time effort limited by time, budget, resources, and performance specifications designed to meet customer needs and add value to all key stakeholders. [25],[26],[27] contributed that, big projects are the focus of a growing stream of project management research. Such projects according to [28], often draw on the public funds and promise public good, but if they fail, according to [29],[30],[31], the financial and social costs can be high.

Because a project is time-bound with definite beginning and definite ending; project characteristics [24]. However, it does not mean that project is of a short duration, which may vary from 10days to 10years; and, “temporary” does not apply for the project deliverable. The project characteristics are as follows: unique, defined start and end, transient teams, little precedence, unknowns, revolutionary improvements, change, risky, complex, uncertain, and level of difficulty is high.

It is worthy of note according to [24],[32] that, projects are conceived, created, and managed because an individual or organization other than the project manager or project team as identified the need. As stated earlier, projects are always aimed at fulfilling organizational objectives and/or strategic needs such as market demand, customer request, technological advance, legal requirements, a social need (for non-profit organizations), crisis situation, and obsolete technology or equipment [24].

Project manager get the work done through people by allocating the resources, directing the activities of employees, and taking the decisions to attain organizational goals and ultimately sustainability [33]. The project manager’s job is to get others to do what the project manager needs them to do, not because they have to but because they want to. Empowerment means providing freedom to people (not control) so that they can successfully do what they want to do. This is very different from making them do what you want them to do. Empowerment makes sense on projects. Projects typically employ a multidisciplinary approach, requiring subject matter experts from different functional areas. Each person brings unique expertise, and experience to the project team. By letting project team members make decisions and set goals pertaining to their roles and functions, the project manager can empower the team [24]. Project managers must understand the personal aspirations of project team members and support them. The project manager’s leadership skills play an important role in motivating and guiding the project team to grow as professionals while accomplishing project goals at the same time. In essence, [34] asserts that, project managers should ensure that both personal and project goals are accomplished and that the conflict between these two goals is minimized.

[35] also contribute that, project managers need to show open and honest concern for and genuine interests in the people they work with, understanding their feelings and emotions. This understanding will help them to predict future behaviours of their team members so they can plan to avoid, for example, people conflict.

Behaviours of a project manager matters a lot as it ensures success or failure of a project. Behavior is how someone acts. It is what a person does to make something happen, to make something change or to keep things the same. According to [36], behaviour is a response to things that are happening, which can be: internally – thoughts and feelings; and, externally – the environment, including other people. Behavior serves a purpose and has a reason, including:

Communication – through use of body language, facial expressions, gestures and silence.

Function – to help meet a need, attract attention, gain an internal or sensory sensation, access an item or activity, or get away from something.

However, [37] asserts that, managerial behavior refers to the things managers do, how and why they do them. While there seems to be a common agreement that it refers to what managers do, the nature of what they do, how they do what they do, the determinants and consequences; the same does not hold true for the influence of project manager behaviour on project failure [35]. Managerial behavior implies the manner in which the head of an organization behaves towards subordinates in the work environment [37]; and it is a combination of managerial functions (what he/she does) and managerial styles (manner of doing things). In an organization, actions of a project manager would bring reactions from subordinates. Managerial behavior refers to the things managers do, how and why they do them. While, there seems to be a common agreement that it refers to what managers do, the nature of what they do, how they do what they do, the determinants and consequences of what and how they do, what they do, and even why and how not to do what they do, and the specifications or details of these vary from one scholar to another [38].

Therefore, in this series of activities and how sophisticated project can be nowadays, project managers and their behavior can go a long way in delivering the projects within the triangle of project endeavors. There will be no successful project without a project team; as project team can be interesting group of people [2]. Similarly, there will be no successful project team without project manager; wherein project manager promises customer “Don’t worry, the project will be delivered. Nothing is impossible!!” and project team member tells project manager “same thing is just not possible for technical reasons!!  Jokes apart, there are different dynamics that plays various roles right from inception of project to its planning to delivery and closure. It could be personality traits of stake-holder, politics, aspirations and various other factors which come into picture as project shapes up & being executed. The atmosphere can get humorous, tense or funny. Even though all things are inter-woven; it is project manager who is largely expected to control, monitor and direct the lifecycle of the project to make it successful. That’s the reason, project manager is held accountable for whatsoever-turns-out-to-be the fate of the project. If project succeeds then it is the result of collective team effort however if project fails, it may fail due to various reasons but the failure is largely attributed to project manager.

Figure 1: Parameters for managing project

Source: [24]

Project Managers’ Behaviour for Effective Leadership of Building Construction Projects

Leadership is the process of encouraging a diverse group of people through interaction to control one’s power in pursuing a common goal and good leadership increases the level of job satisfaction and improves employee performance [39]. There are 4 types of leadership that are often used. Democratic leadership tends to place more emphasis on good teamwork. Second, autocratic leadership which requires its employees to follow the wishes of the leader. The third is affiliative leadership, namely when the leader provides advice effectively to encourage his employees. The last is visionary leadership, namely a leadership style that always sees the potential of a company or organization that is not seen by others. A good leader does not only have one leadership style but can lead with all leadership styles [40].

There are numerous cases of collapsed buildings, collapsed bridges and abandoned projects in Nigeria [41]. As a matter of urgency, is very vital to aid project managers with useful behaviours to become successful not only to encourage them to remain in the profession but also because every project failure is a failure for the project management profession [41]. Building projects are set up for specific purposes which are to be achieved within a stipulated time period, but not all projects achieve it set objective within the set time [42]. Therefore, project managers need good and effective people skills to manage the people in their projects [43].

[44],[45], asserts that, to successfully execute a construction project, a strong team must be assembled to implement project goals. [44] witnessed that, some issues to be considered during the selection process, include previous experience; work delegation structure; attentiveness and communication skills; verbal skills; enthusiasm; capability; temper; and openness to opinions. As these considerations will enhance an efficient project team selection process because the information to be retrieved will reflect the kind of people the project needs. These peculiar issues in conjunction with other parameters of the project will help choose the right people for the job, thus, improving the chances of project success.

Leadership is an important center in the company to develop its employees, with this having a leader who is not good, it is difficult to achieve goals in the company. If a leader works hard to teach his employees, it will have a good impact and will be implemented by these employees [39]. The leadership style is that a leader carries out his leadership goals and he will be seen by all his employees. According to James, there are several patterns of behavior preferred by the leader to teach and influence his subordinates. Meanwhile, according to [46], leader style is strategy and behavior to get the results of skills, attitudes, traits applied by leaders. [47] stated that, leadership in the context of construction industry has a key role because field work is a quite complex work where various aspects are involved in the project. It can be concluded that leadership style is how a leader directs others to achieve a goal [48]. [42] explains that there are several types of leadership styles, namely:

Autocratic style: Autocratic or authoritarian leadership is categorized by the behavior of a leader exercising complete control and almost exclusively making decisions without input from followers. Individuals who like this form of leadership are task-oriented, happy to be responsible, comfortable directing the work of others, and having high confidence making good decisions.

Participatory style: Participatory Leadership Style, a leader actively engages followers in the decision-making process. This is achieved by taking a democratic approach to find a way forward. An individual using this approach understands that they are still responsible for deciding an action and collecting feedback and suggestions for alternatives.

Delegative Style: Delegative leadership, also often referred to as LaissezFaire leadership, is characterized by the behavior of a leader who rarely interferes with subordinate affairs. The delegative style effectively requires a leader who has full power.

Situational Style: The Situational Leadership Style takes the approach that there is no one method of leadership that is suitable for all situations. This leadership style behavior can be achieved by evaluating situational situations.

According to [41], the functions of the project manager include the following:

Ensures the preparation of plans for all necessary project tasks to satisfy stakeholders;

Ensures the rapid and efficient start-up of the project;

Participates with all responsible managers in developing the overall project objectives, strategies, budgets and schedules;

Initiates action to remedy deficiencies and deviations noticed during execution and to monitor the execution of such actions;

Ensures that payments are received for executed projects in accordance with the contractual terms;

Arbitrates and resolves any differences between functional units on project tasks;

Ensures that all project activities are properly and realistically scheduled, budgeted, provided for, monitored and reported;

Closely monitors close out activities including the disposal of surplus materials.

For the project manager to perform the above functions effectively and efficiently, a total support of the top management, functional line managers and adequate supply of resources are required in greatly, clearly, and well-defined authority over all who work for him. Authority as we know is the right to give orders and exact obedience.

According to [50], the rising change of manager’s leadership characteristics and behaviours influence the success or failure in organizational change. In order for a construction project to be executed successfully, a team has to work closely together and implement project goals; hence, all project stakeholders including the sponsor and the project implementation team are responsible for the successful completion of any project [42]. However, according to [2], a project manager must be experienced and knowledgeable to enable the capability for dealing with the project teams to realize the project goals; nevertheless, there are five project managers; behaviours that can fail project as outlined below.

Poor communicator behavior of a project manager

The word ‘communication’ is derived from the Latin word ‘communicate’ which translates ‘to make common’ [51]. Communication as a process involves the transmittance of a message from a sender to a receiver through a communication channel that should be agreed by both parties. From the view of [52], in order for this process to be completed successfully, the information exchanged between both parties must be understood otherwise the process is not effective or complete. [53] in order for a response and result to take place after communication is undertaken, the information transmitted between organizations or individuals must first be understood. Communication, according to [54], is not an easily definable word due to its multi-levels which comprise of many meanings, structures, contexts, types and purposes.

Poor communication can result in project failure especially in severe cases where the problem is left unsolved. Managers and organizations operating in the construction industry are required to understand the causes and impacts of poor communication and take the necessary actions to improve the communication process in their projects [55]. Similarly, for a construction project to achieve its target there must be an effective cooperation and information exchange among the participants [56]. Furthermore, based on [54] cited in [55], the characteristics of communication was summarized into six points as follows:

Successful communication requires social skills within an industry that is labor intensified which requires pupils’ regularly interacting [54].

Process of transaction where various exchanges are performed between different parties [54].

Transfer of information that can be diverse and targeted at more than one person or organization at the same time [57].

Interpersonal communication which often involves sharing of data, views, thoughts and ideals [58].

Organizational communication often occurs in the construction industry and involves several parties and specialists interacting [59].

Bridging the distance, which could require communication to occur between more than two parties that are situated at different locations and this increases the complexity of the process [54].

According to [2], one of the most critical things any project manager does in a project is to communicate–you talk to project sponsors, business analysts, PMO, IT, team members, partners or vendors. Project communication primarily revolves around conversation which can happens over phone calls or in-person meeting or email exchange but beyond such conversation, your relationship with project stakeholders will decide how well you can work with each other. Each of these relationships should be nurtured differently.

Figure 2: Importance of communication in the building construction Industry

Source: [60].

The process is dynamic, complex and comprised of multiple organizations and shareholders involvement. According to [55], effective communication is sought throughout the project life cycle as its role in project success cannot be understated.

Effective communication in an organization is central towards reaching all business goals, as it defines organizational goals and helps coworkers better collaborate with one another [60]. However, not all communication in a business environment is created equal. Some companies suffer from poor communication, resulting in friction, frustration, and confusion. Poor communication often creates a tense environment where people are not motivated to be productive and not inspired to collaborate. This lack of motivation then affects how employees relate to clients and potential customers, negatively affecting the bottom line.

Figure 3: Causes of poor communication in the Industry

Source: [60].

Like other cooperate organization, the flow of communications could be within an organization or between an organization and another organization. That is communication could be internal or external [56]. Communication in construction industry can be vertical, horizontal, and or, diagonal. Poor communication also puts a question mark on the transparency of the information shared. The project communication needs to be precise and clear, because its effectiveness during the project’s lifecycle aids in achieving multiple objectives and targets successfully [55]. If you face difficulty to comprehend project documentation, difficulty in convincing project sponsors, cannot tell project team members, what is expected in apt manner, then you will face a major problem.

Highly autocratic behaviour of a project manager

As a project manager you are expected to have better control over project deliverables, teams, etc. [2].  As cited in [61] by [62], autocratic behaviour of leadership is directive or authoritarian leadership which is a style in which project manager revealed as powerful entity, primary decision maker and authoritative.

According to [63], autocratic project managers lead project workers in more directive style, monitor achievements closely, and even demand project workers to put themselves in management position. Furthermore, according to them, organizations in which project managers exercise autocratic leadership style is associated with higher absenteeism and turnover, this is because project workers perceive that project manager does not trust them and does not consider their input or valued.

Also, [64] further emphasized that autocratic project manager’s behaviour cannot be use in cases where project workers are highly experience in their fields, expect their opinion to be valued, or motivate and retain talents. Because, the project managers (leaders) are not good at to lead talents project workers, this is because they negatively effect on their moral which in several scenarios, such a talented project teams when confronted with autocratic leader they tend to disagree, become more passive and aggressive, and often leave or intend to leave from the building industry.

Today is the world of collaboration, transparency and accountability, and if you are the one who keep humming around, using harsh language and expect everything to be in order right when you desire, in the same way you expect; then you have a problem [2]. According [65], management behaviours and style of leading of projects manager can have an effect on project workers commitment, moral, loyalty and attachment, as it can be source of demotivation. Leadership behaviour of project managers affects subordinate’s satisfaction and their performance [66]. Furthermore, [2] viewed that, strong team work is fostered if there is healthy relationship among team members and the project managers in building industry without losing the focus and clarity of roles they need to perform. As a project manager, it is significantly depending on – how you drive the project, how you communicate, delegate project tasks and support them. Of course, you can use your coercive powers to control certain aspects of project delivery but overall, punishing team members will not reap any long-term benefits.

The essential leadership and managerial knowledge, skills, competencies and characteristics ensure successful completion of projects through right decisions at right time and by employing right people at right places [67]. Based on [68], it seems that the project manager’s emotional intelligence has an impact on his or her perception of the success of the project. All four of those could impinge on a project manager’s perception of success of the project as follows:

How aware are they of their own performance on the project-not whether they thought the project was a success (i.e., it achieved its key performance indicators), but whether they thought the project management was a success. Are they satisfied with how they managed the project?

That assessment may be influenced by how they felt they comported themselves.

The satisfaction of the project team members may also affect their assessment of the project, regardless of how the project actually performed.

The satisfaction of the other stakeholders, particularly the client, may also have an effect.

Insensitive to team members behaviour of a project manager

A team is a set of two or more individuals interacting adaptively, interdependently and dynamically towards a common and valued goal [69]. However, a group does not become a true team until members commit themselves to actively pursue a common set of objectives and goals in a situation of interdependence. According to [41], the project team includes all functional contributors to the project, as well as the members of the project office. The importance of team work by team members has been very much emphasized over the past decade as organizations come to recognize its need to accomplish complex tasks in a difficult and uncertain environment such as Nigerian building Construction Industry [70].

Moreover, [43] asserts that, the project manager is ultimately responsible for the productivity of the people in the project team; it is therefore the project manager’s job to maintain cohesion in the project. Hence, the project manager must be a leader; one who can inspire and motivate people who have ties both to the project as well as to the functional organization. Beside all project controls, if project manager cannot treat team members as human being, then he/she cannot run his/her project for longer. This one is partly related to the previous trait but there are two aspects to it. One may want to run around with a stick to get the work does (but it does not work all the time and does not work in longer). There has to be apt use of coercive power and being considerate toward team members voices/concerns.  In the second scenario, project team members may have certain issues, and if you fail to understand it (fail to read between the lines); the chances are high that that the team members will keep that in mind, are high [2].

Figure 4: Project manager’s contributions as negative factors to insensitive to team members

Source: [71].

[70] was with the opinion that, the degree of people’s willingness to engage in team work is an individual but all-important factor of team performance as it is sure to affect the team’s ability to avoid two main dangers, which include:

Free riding/ or the tendency of some team members to make little effort, trusting that their own personal contribution (or lack thereof) will not be noticed; and,

Unique star syndrome/ or the tendency of some individual to work on their own and seek personal recognition for achieved results.

Therefore, if the project manager is insensitive to the team members, as the CEO of the project who holds great responsibility to ensure project to be successfully executed by project workers (project team members) and objectives are met; no building projects can be a successful one hence, defeating the triangle of project success (time, within budget and quality).

Assume no or little responsibility behaviour of a project manager

In a country like Nigeria, it is very paramount for a project manager to give in their best to safe-guard and to effectively deliver building projects to serve its intended purpose; as assuming no or little responsibility behaviour from a project manager is a catastrophe as it immensely contributes to the building projects failures in Nigeria. Despites the fact that, according to [72], the country invests millions of dollars to projects, brings on board the services of international expatriates using local resources to meet the compelling demands of these projects, yet over 80% project failure is experienced within the framework of governmental systems.

The prediction about functions of the project managers in future to become key players in organizational world has come to reality, since the project managers articulate clear vision of project and communicate to project team in order to create a project strategy well connected to business strategy [73]. The project manager is an emergence of new professional and there has been a continuous dialogue about what a project manager or leader does. Assume no or little responsibility is one little tricky. As asserted for a given project, project manager has overall responsibility [2].

According to [2], accepting responsibility is not always about accepting a failure rather it can also strong signal to gain trust and reliability for project stakeholders. For building projects to be successfully executed and completed, they must be adequately planned, budgeted for and funded [41]; hence, this is because the growth of any developed or developing nation is hinged upon successful project planning and implementation of development projects and infrastructures.

Bad planner and organizer behaviour of a project manager

Good managers are not necessarily good leaders and good leaders are not necessarily good managers [73]. Planning with good organisation, as a decision-making orientation [74] allows project managers to better understand strategic business contexts and project requirements, and provides a reliable basis for monitoring and controlling projects [75]. Hence, its production activity subjected to the limitations imposed by the availability of the resources of material, manpower, money, machine and managerial known [76].

According to [77], organizations gain various benefits from planning as it provides a clear direction, enhances efficiency, and establishes a benchmark that supports control. Due to mechanisms such as objective fulfilment, strategy alignment, motivation, and capability improvement, planning-performance theory argues that formal planning has a positive impact on an organization’s performance [78],[79]. Imagine a project manager saddled with the responsibility of planning and organization, yet all of a sudden turns out to be a bad planner and organization, what a failure of building construction projects from afar.

Based on [2] view, planning and organizing, is the most critical role project manager has to perform. He/she cannot fail with these. If a project manager is unable to get reasonable estimates for a project; not only will the project team suffer, the credibility of the project managers’ organization will be at stake. The assertion of [80] was that, in high-risk projects, senior executives should also focus on risk and scope planning, provide sufficient resources and specialized planning teams, personally direct the planning process and provide a strategic view, as well as support more frequent planning sessions. Also, high quality planning cannot compensate for the negative effects of changes which occurred during project execution. According to [81], in addition, both too much effort and too little effort spent on project planning can negatively impact project success.

According to [2], project managers need to prioritize project activities, devise reasonable project plan, communicate it clearly to project team members, partners, customers and other stakeholders; delegate activities appropriately and follow up regularly for completion. Project managers must have simple-to-understand project tracking software that everyone in the project team uses, in order to quickly spot off-the track activities & de-railing projects.

Dimensions of Success in Building Construction Projects

Construction efficient dimension is also, known as short-term perspective, while construction effectiveness is referred to as long-term perspective. Construction is a long and risky business which needs the factors affecting its success to be identified and analyzed for higher efficiency and productivity and the construction project team is facing unprecedented changes [82]. [83] pose that, construction project success is the perceived degree of achievement of predetermined performance objectives and participants’ expectations of the execution of a construction facility or a service. Which is based on efficiency dimension viewed as short-term perspective and effectiveness dimension viewed as long-term perspective shown in figure 5 below.

Figure 5: Context for Construction Project Success

Source: Adopted from the work of [83].

Project performance is relatively considered as the measuring the overall outcome or goal achievement of a project deliverables as this includes both financial and non-financial areas of the project life cycle [166],[167].

Cash-flow management efficiency dimension of building construction

Cash is needed for a construction companies’ day-to-day activities hence the vitality of cash flow management for its survival [84]. Cash management is required for planning, monitoring and controlling the cash flow of the project and taking necessary actions to the anticipated cash flow problems for completing the building project on time and within the budget. [76] established that, the construction projects are complex and risky, yet a great employer of labour. Therefore, for contractors to survive the changing environment and the competition in the construction industry, effective cash flow management is very necessary. Flow of cash within the construction industry help in the realization of a construction product. According to [76], money flowing may be termed positive cash flow while the one flowing out may termed negative cash flow; hence, advance knowledge of the factors affecting cash flow and understanding their impact is essential to the contractor. Cash flow is the actual movement of money in and out of any project. According to [85],[86], availability of adequate funds is undisputedly a predominant critical success factor that determines performance of any construction project. Almost all the studies, on critical success factors identify this factor. Contracting companies should maintain a healthy financial management system and it is mostly dependent on project performance and effectiveness of handling billing activities and claims [87]; as client’s and the contractor’s financial capabilities also have a big impact on the cash flow management. However, there is some lacking in considering this as a measurement criterion. It could be due to the assumption that cash flow management is mostly dependent on achievement of cost and time criteria. That is why cash flow remain one of the most critical aspects in the proper management of any company or industry, as its success or failure in proper cash flow management ultimately plays a huge role in determining the success or failure of the company or industry as a whole [88].

Figure 6: 3-Levels at which Cash flow exists in Construction Company

Source: [88].

Safety efficiency dimension of building construction

It is said that accidents do not happen they are caused and thus preventable; they are caused either due to unsafe act or unsafe conditions [89]. The building construction industry is a very important sector of the Nigerian economy [90] which contributed significantly to the Gross National Product. [90] also, added, poor health and safety (H&S) performance remains at high levels as evidenced by a high number of injuries and work-related illnesses. The construction industry performs poorly in health and safety (H&S) relative to other industries [91]. Safety in construction is not limited to workers safety only [89]. If the structure is not safe during its execution and thereafter during its designed life, it can pose safety problems not only to the workers but also to many others. Therefore, a structure must be safe for its life period, starting from execution period to completion and thereafter during maintenance and demolition. It is possible only if it has been planned, designed and maintained as per codal requirements and quality standards. Thus, safety is closely related to the quality. [92] pose that, accidents not only result in considerable pain and suffering but also retard project productivity, quality, and time and consequently add to the cost of construction. According to [89], safety measures are provided due to regulatory requirements, insurance and compensation cost involved due to accidents, and also for image building, preventing wastage, improving quality and as asocial responsibility. Furthermore, it is supposed that the safety cost would enhance the cost and thus avoided in the construction to make construction economical though it is not true.

Worker’s safety according to [89], is to be planned and implemented during construction as well as during maintenance operations. Also, worker’s safety is not given due recognition due to the followings: no provisions of site and work specific safety measures, non-adoption of safety measures by workers, unawareness, economic considerations, old and outlived machines and equipment, non-availability of safety equipment including personal protective equipment (PPE), due to culture of not taking safety seriously, due to electric shocks, no provisions for health and welfare measures, poor knowledge of machines, equipment and the safety provisions, due to bad workmanship, and workers not abiding to safety rules.

Figure 7: Safety in construction contains

Source: [89].

The overall safety scenario of safety from the standpoint of management, three distinct management styles can be observed as per Pascal Denis: Safety without any management process (SWAMP), the naturally occurring reactive management (NORM), and world class. As the name suggests, in SWAMP, safety is not the part of the management process and about 16% organizations have such system, in NORM, reluctant compliers are there which are about 77% while rest (7%) are world class and have good safety management [89]. Unsafe act can be prevented through education and training, orientation programmes, display of posters, signage, safety task assignments etc. while prevention of unsafe conditions require management commitment, policy, resources, proper planning and implementation, development of effective safety programmes and execution through inspections, checklists, quality etc. [89].

Quality efficiency dimension of building construction

Quality also is among the three dimensions of project success in many definitions of project management success [93]. As cited in [81] mentions that quality is intertwined with issues of technical performance, specifications, and achievement of functional objectives and it is the achievement against these criteria that will be most subject to variation in perception by multiple project stakeholders. It is assumed that product quality and process quality are embedded in the functionality and technical performance in construction project context. Construction professionals in general specifically seek to provide their clients due satisfaction through efficient and timely service delivery with respect to quality and any other performance indicator as desired by the client; as better-quality management lead to better job performance under all conditions [94]. The significance of quality of works in construction industry has been highlighted in recent years [95]. Quality as the degree of executing and producing a product that looks and works well, meets the design and materials specifications and satisfies the user with minimum or no calls for rework [96]. [81] concurred with this definition by stating that construction project quality was closely connected with the concepts of technical performance, requirements, and the achievement of the functional objectives of the project. Frequent skilled worker absenteeism and postponement of unsatisfactory work, poor materials inspections, and poor coordination among workers negatively affect project quality [97]. [98] pointed out the lack of skilled personnel for the execution of activities and the problem of skilled worker transportation as some factors that take a toe on quality. [99] stated the low use of offsite construction methods as another. [100] posited that poor and inconsistent communication among project stakeholders and material suppliers influences quality. [101] recognized factors affecting quality management on construction sites to include: poor level of commitment to quality improvement among design professionals and construction team, inadequate and poor coordination of project resources, inadequate technical knowledge, non-involvement of all the concerned professionals at the design stage, bribery and corruption, lack of buildability analysis, inadequate workers motivation, poor communication among design and construction team, usurpation of role among professional, lack of adequate supervision, poor specification, insufficient quality control plan, non-compliance to quality control, inadequate and poor pre-design project meetings, stealing, lack of construction quality control inspection Programme, unrealistic project cost, lack of effective quality policy implementation, unrealistic project time, lack of proper inspection at every construction stages, inadequate personnel and craftsmen training, lack of adequate sanction by the standard assurance organization, and award of contract to unqualified contractor.

Time efficiency dimension of building construction

Time represents an extremely important non-renewable resource in human endeavor [94], and the performance of any activity relies on certain elements, one of which is time, which can be considered both a hard and flexible concept simultaneously. Also, time is among the three dimensions of project success in many definitions of project management success [93]. [102], in the built environment there is a common consensus that timely completion, quality criterion and completion within cost estimate are the major performance deliverables considered in appraising the successes of construction project. Almost every researcher on success criteria never forgets to mention about these two traditional criteria which are often grouped under project efficiency dimension. Time or schedule generally refers to the agreed/approved duration for the compilation of a project. According to [102], a repeated challenge encountered by numerous stakeholders globally in the building construction sector is time in light of delay in project delivery. Worthy of note, time management play a great role for curbing the menace of such delay.

Time is an integral part of life [103]. [104] asserts that, time management is a process of managing time according to the requirements of different assignments and activities with the goal of ensuring organizational success and maximizing benefits by utilizing, saving and not wasting time or energy.

Figure 8: Time management factors influencing construction project delivery

Source: [102].

Construction professionals in general specifically seek to provide their clients due satisfaction through efficient and timely service delivery with respect to time, and any other performance indicator as desired by the client; as better time management need to lead to better job performance under all conditions [94], and increasing job performance requires engaging in more productive behaviours.

Cost efficiency dimension of building construction

Cost efficiency is a fundamental part of any project business. Project costs should be control, spend less money than you make, and still delight your clients. According to [105], cost efficiency means being able to deliver projects and services at the lowest possible price without compromising quality. Thus, cost efficiency is about driving down costs while maintaining a high level of service, quality, and innovation. [93] poses that; cost is among the three dimensions of project success in many definitions of project management success. If you’re not cost-efficient in building construction projects, you will end up spending more money than you generate – and that’s the fast track to business failure [105]. Cost generally refers to the degree of compilation of construction work within the estimated budget.

Figure 9: Importance of Cost efficiency

Source: [105].

The measure of cost can be in the forms of unit cost, percentage of net variation over final cost (cost overrun). [106] introduce the cost performance index (CPI) which is a measure of the cost efficiency of the project. Construction professionals in general specifically seek to provide their clients due satisfaction through efficient and timely service delivery with respect to cost, and any other performance indicator as desired by the client because better cost management can lead to better job performance under all conditions [101].

According to [105], there are 13 cost efficiency best practices to apply for organizational business to include the following: conduct cost-benefit analysis, set a project budget, match resources to projects intelligently, measure costs consistently, make decisions based on return on investment (ROI), not price, say no to tiny margins, analyze your lead time, choose the most profitable pricing model, have a change control process in place, don’t gold plate, choose quality over quantity, focus on revenue growth, and automate wherever possible.

Project cost is one of the most important criteria of success of projects and is of high concern to those who are involved in the construction industry. According to [107], the cost efficiency aspect is one aspect of project success that is very important for company stakeholders to pay attention to; because, one of the project’s successes was the realization of construction work according to the set budget.

Client’s satisfaction in construction project success

The client is the owner of a (construction) project or buyer/seller of products or services [108]. In construction, the client is often taken as the person or organisation that procured a project and this paper is based on this understanding. The satisfaction of clients is characterised by the delivery of services or products that match or exceed their expectations [109]. Clients’ satisfaction is thus based on understanding their requirements [110],[109]. Client satisfaction is based on meeting or exceeding their expectations [111]; thus, understanding these expectations is vital [112]. According to [113], literature links client satisfaction with many attributes, and project success.

The project brief and tender/contract documents provide a significant indication of clients’ expectations. Having understood these documents [114], a project manager’s experience, knowledge, capability and efficacies will ensure that the final product delivered meets the requirements of the client [115] and thus yield satisfaction to them. Client satisfaction depends, in part, on the perceptions of project managers [114].

The indicators of client satisfaction include: the number of complaints issued to project managers and their ability to solve these promptly [116]; performing work successfully [110],[117]; supporting clients and fulfilling their financial requirements [118]; effective relationship and leadership qualities [119]; contractors’ zero rework, zero rectification, zero deviation, working within budgets and conforming to standards and specifications [120]; effective waste management, honesty, trustful relationships and ensuring that quality raw materials and effective processes are used [121],[122].

Profitability in construction project success

The word profit has many definitions and too easily adjusted upward and downward for accounting and taxation purpose. Construction business by its nature is fraught with risk; hence contractors all over the world seek commensurate profit as compensation for risks undertaken [123]. In construction project, the term profit can be defined as the money the project makes after accounting for all cost and expenses. It can also relate to the turnover of the capital employed for each project, hence the more times a contractor can turnover its capital on a project, the more it affords to cut profit margins [124]. The construction industry is a major sector of economy as it contributes significantly to both the (GDP) and Gross Fixed Capital Formation (GFCF) of all nations. A construction project differs from other manufacturing businesses in that they are cast in situ and they are assembled by various teams of experts [125]. It reveals the firm’s ability and capacity to generate earnings at a specific rate of sales, level of assets, and stock of capital in a specific period of time [126].

Construction like every other business venture rate profitability very high among their long-term objectives because it is an important indicator of business efficiency, and upon which the survival and growth of the business depend. [123] stated that profit is a residual. It is the amount of money added to the total estimated cost of labour, material, plant, subcontractor and overheads of a project (i.e., the direct project cost plus indirect project cost i.e., overheads and salaries of those not directly working in the site). According to [127], profitability is said to be a function of three factors: sales volume (or work done), sometimes called turnover, capital investment necessary to support, and the margin of profit earned.

Learning and development (L&D) in construction project success

Learning and development (L&D) is a crucial aspect of personal and professional growth. It involves acquiring new skills, knowledge, and competencies to enhance performance and achieve goals. The construction industry is constantly evolving and with the rise of technological advancements and sustainability initiatives, the importance of training and development has become even more vital. Construction workers need to stay up to date with the latest industry trends and techniques to ensure they can meet the demands of clients and deliver high-quality projects [128]. Prioritizing learning and development (L&D) in construction companies can improve project outcomes, enhance employee satisfaction, and maintain a competitive edge in the industry; as best practices for L&D are to: set clear goals (identify learning objectives and goals), create a learning plan (Develop a plan to achieve learning goals), seek feedback (ask for feedback and constructive criticism), practice reflection (reflect on learning experiences and outcomes), and stay curious (maintain a curiosity-driven mindset and seek new learning opportunities).

According to [129], organizations should develop strategies to effectively acquire and use knowledge so that it can become a learning organization. [128] stated that, learning and development (L&D) play a crucial role in construction project success because of its numerous benefits to include the following:

Improved productivity: continuous learning enhances employee performance, leading to increased productivity and efficiency.

Enhanced safety: regular safety training reduces workplace accidents and creates a safe working environment.

Increased innovation: learning and development encourage creative solutions to construction challenges.

Better employee retention: investing in employee growth leads to higher job satisfaction and reduced turnover rates.

Competitive advantage: companies that prioritize learning and development stay ahead in the industry.

According to [130], employee development and training play a crucial role in the construction industry. To stay competitive and ensure the success of projects, companies must invest in the growth and skill enhancement of their workforce. This article explores the importance of employee development in the construction industry, the benefits it offers, key areas of development, effective implementation strategies, case studies of successful approaches, future trends, and challenges that need to be addressed. The key areas of development can include:

Technical skills training: equips employees with specialized skills, such as carpentry, masonry, or plumbing.

Leadership and management training: develops leadership and decision-making abilities, essential for project success.

Safety and compliance training: educates employees on safety protocols, regulations, and industry standards.

Continuous professional development: keeps employees updated with industry trends, technologies, and best practice.

Environment performance in construction project success

Environmental performance refers to an organization’s ability to manage and reduce its environmental impact. In construction, it encompasses various aspects, including: sustainable practices i.e., implementing eco-friendly materials, reducing waste, and promoting energy efficiency [131]; regulatory compliance i.e., adhering to environmental regulations, laws, and standards [132]; and, environmental management systems i.e., implementing systems like ISO 14001 to manage environmental aspects [133]. There has been a substantial growth in the construction industry and as this sector grows, there is also a growth in its effects on the environment. Owing to this fact, professionals in the sector are promoting practice focusing on how these environmental impacts caused by construction activities can be reduced to the barest minimum during and after construction [134]. Assessing and analysing environmental performance of buildings starting from the design phase becomes more important than ever to control the outcomes of each phase of a building life cycle [135]. Environmental performance is crucial in construction project success, and why environmental performance matters include:

Sustainability: reduces environmental impact and promotes sustainable practices.

Regulatory compliance: ensures adherence to environmental regulations and standards.

Cost savings: minimizes waste, reduces energy consumption, and optimizes resource use.

Reputation: enhances company reputation and stakeholder trust.

Risk management: mitigates environmental risks and liabilities.

The project environment in many developing countries like Nigeria present special challenges for project managers that almost presupposes extensive cost and time overruns even before a project commences. The key environmental performance indicators include:

Energy efficiency: measures energy consumption and efficiency.

Water conservation: tracks water usage and conservation efforts.

Waste management: monitors waste generation, reduction, and recycling.

Material usage: optimizes material selection and usage.

Emissions reduction: measures greenhouse gas emissions and reduction efforts.

According to [136], environmental indicators are the water consumption during the construction, energy consumption during the construction, waste generation during the construction, water consumption at the end of the construction, energy consumption at the end of the construction, as well as the waste generation at the end of the construction. Also, [137] buttressed that, focusing on environmental performance, construction projects can minimize their ecological footprint, reduce risks, and improve overall sustainability. The strategies for improving environmental performance include:

Sustainable design: incorporates sustainable design principles and materials.

Green building certifications: pursues certifications like LEED or Green Star.

Environmental management systems: implements environmental management systems (EMS) like ISO 14001.

Supply chain management: engages suppliers in sustainable practices.

Monitoring and reporting: track and report environmental performance.

Employee satisfaction in construction project success

Employees are one of the main construction participants and the availability of experienced professionals and skilled workforce/staff is a very important success factor [83]. Employment satisfaction is a measurable degree of an employee’s positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work [138]. Employee satisfaction is a crucial factor in construction project success as it refers to the extent to which employees are happy, engaged, and fulfilled in their work. Prioritizing employee satisfaction, construction companies can improve project outcomes, reduce turnover, and enhance overall success. Companies have to make sure that employee satisfaction is high among the workers, which is a precondition for increasing productivity, responsiveness, quality, and customer service. Satisfaction is a measure of how happy employees are with their job and working environment. Employee satisfaction matters most in construction project success because:

Increased productivity: satisfied employees are more motivated, efficient, and productive.

Improved quality: happy employees are more likely to deliver high-quality work.

Reduced turnover: satisfied employees are less likely to leave, reducing recruitment and training costs.

Enhanced collaboration: positive work environments foster teamwork and collaboration.

Better safety: satisfied employees are more likely to follow safety protocols and report hazards.

Satisfaction is the act of fulfilling a need, desire, appetite or the feeling gained from such fulfillment. Satisfaction means you have had enough. Employee satisfaction also plays a central role in the study of behavior at work. Employees’ satisfaction is the individual employee general attitude towards the job. It is also an employee cognitive and affective evaluation of his or her job. Factors influencing employee satisfaction to include:

Work-Life balance: fair workload, flexible schedules, and adequate breaks.

Recognition and rewards: acknowledgment, bonuses, and opportunities for growth.

Safe working conditions: A safe, healthy, and comfortable work environment.

Effective communication: open, transparent, and regular communication.

Career development: opportunities for training, mentorship, and career advancement.

Some more factors include as follows: interesting work, appreciation of work, job security, job-specific training, good wages, promotion/growth, good working conditions, personal loyalty, tactful discipline, sympathetic help with problems, preferred incentives, flexi-timing, telecommuting, company paid vacations, accident and health insurance benefits, retired benefits, asset building loans, company transport and many more. According to [139], strategies to improve employee satisfaction can include:

Regular feedback: solicit and act on employee feedback.

Recognition programs: implement recognition and reward programs.

Training and development: provide opportunities for skill development and growth.

Wellness initiatives: promote employee well-being through wellness programs.

Positive work culture: foster a positive, inclusive, and supportive work culture.

Theoretical Review

The study adopted two theories: the Behaviour Leadership Theory (BLT) and Leadership Contingency Theory (LCT) were adopted and used to underpinned the study.

Behaviour Leadership Theory (BLT)

Behavior leadership theory assumes that leaders can be developed, where the individuals can learn through observations and experiences to become the great leaders [140]. The theory was developed to identify effective leaders from ineffective leaders, in such a way that, based on how they behave and act accordingly to the situations will determine their effectiveness. And categorizes the leaders in two magnitudes regarding the tasks and the individuals involved to achieve them. Researchers recognized two major behavior or personas within behavioral leadership; considerations and initiating structure. Considerations consists of behaviors such as relation concern behavior for people, while initiation structure comprises task concern behavior, and leaders need to balance between their two dimensions in order to be effectively lead teams [140].

[66] argued that there is a relationship between leading behavior of a manager and subordinate satisfaction. For instance, workers satisfaction is seen high when their manager exercises moderate task-oriented behavior. [66] underlines effective project managers are the ones who balance task and relation-oriented behavior, by looking into the situations and exercise relevantly. Situations include type of the team or organization, nature of the task, and characteristic of project workers (e.g., experience, level of commitment, and so on). Furthermore, managers who exercise autocratic leadership style affect workers motivation as it tends to establish atmosphere of mistrust between the manager and his or her subordinates, subordinates will feel that they are not in control over their roles, and they feel they are easily replaceable and not asset to the company as they only perform the job as per laid down by the manager. Another issue is team cohesion and team performance, which determines the extent the project team members or project workers are inspired and motivated. This predicts their cohesiveness and performance, which is important for organizations to achieve results [141]. As [142] stated that autocratic leadership style lacks shared vision and often cause demotivation among subordinates.

[66] looked into behavioral theory from the perspective of task-oriented behaviour and relation-oriented behaviour; where accomplishing tasks in an efficient and reliable way is majorly referred to the task-oriented behaviour (concerns task clarity and monitoring progress, examples include: assigning and setting task goals, and explaining policies). Similarly, observing how work is performed, tracking sales record, and holding meeting aimed to discuss progress and to review, are all task-oriented behaviors. Increasing mutual trust, cooperation, job satisfaction, and identification with the team or organization is purely referred to as relation-oriented behaviours (examples include: people who do the tasks, their needs, extending supports and personal favors). Relation-oriented behavior on the other hand, is about consideration, participation, consultation and support.

Also, [66] pose that, satisfied, motivated and committed project workers are very essential for project organizations’ outcomes; as this can be achieved partially, through relation-oriented project manager who does consult project workers, but also task-oriented by effectively using available personal resources. As effective project manager remained one who carefully combine task, relation and change oriented behaviours, and said consulting and participating project workers can be considered human relation, directing effectively to use these resources can bring task efficiency. Similarly, coaching and mentoring project workers results in improved productivity which can be considered task efficiency but also human relation as training will increase skills relevant for career advancement, and above all this will lead to better implementation of innovative new program, which is adaptive change.

Leadership Contingency Theory (LCT)

[143] developed leadership contingency theory, which states that a leader’s efficacy is contingent, or dependent, on two elements: whether the leader is task-oriented or relationship-oriented. Leaders who are task-oriented tend to focus on details. They do not tend to commence with an action plan until they are completely content, they have all the required information. Conversely, leaders who are relationship-oriented tend to focus on creating trust and respect, will listen to the followers’ needs and are comfortable with developing an action-plan when they have the followers’ inputs [144]. It has been reported that a leader’s success can be attributed to how these two leadership styles are exhibited [145],[66]. During the life of a project, situations will differ, thus calling for diverse leadership styles or a combination of both task and relationship behaviors [146],[147]. According to [148], in the construction industry, the contingency theory is subjected to be influenced by the pace of technological change in other sectors of the economy. [149] poses that; a key application of contingency theory is the long-standing recognition of the importance of matching information processing to environmental variety.

The very first contingency theory was developed by Austrian psychologist [150] model continues to be one of the leading contingency leadership theories. Contingency theory is an organizational theory based around the idea that the role of a project manager is to establish the best possible fit between the organisation, its environment and sub-system. It is founded on the belief that many management theories may be appropriate in a particular situation, but no single approach will work successfully in all circumstances. Instead, internal and external situations will determine the optimal course of action. This makes it particularly appropriate for construction, which, with its typically uncertain and non-routine site environment, will typically benefit from a management model that is more adaptive and flexible.

Contingency theory encompasses the idea of open systems, i.e., system that have external interactions – such as construction. Open systems are capable of reaching the same objective from different initial conditions and by following different paths (organizational structures). This is known as the equifinality of open system. Project managers must ‘satisfice’ (a combination of the words ‘satisfy’ and ‘suffice’), that is, they must find a solution which is sufficient to satisfy the specific project criteria–in order to identify a route which optimizes the performance of the system and sub-system.

Similarly, the contingency theory of leadership states that a project manager’s (leader’s) effectiveness is contingent on how well the project manager’s (leader’s) style matches a specific setting or situation. According to [151], a project manager (leader) can manage the style of leadership in different settings and situations and the is always looking for a right degree of fit between task and relations-oriented styles of managing the followers; and, the contingency theory of leadership can help bring levels of awareness and education to how leadership styles manifest in the workplace.

Firstly, the contingency theory of leadership focuses on leadership styles; therefore, to apply this theory or any of its models, leaders must be aware of their own leadership style as well as their strengths and weaknesses. This requires honesty, self-reflection, and vulnerability for a person to identify how they are showing up as a leader. Acknowledging these things can be uncomfortable but can make someone a better leader in the long run. The identification of the leadership style of project managers leads to the next section, where the use of the Bonoma-Slevin Leadership Model is discussed.

Identification of leadership style of project managers

Leadership style issues present a particular problem for the project manager [152],[153]. One of the key challenges of the project manager is the need to use consensus leadership approaches in working with the project team. The two-dimensional Bonoma-Slevin Leadership Model helps with the clarification of consensus issues by using the two dimensions of information input and decision authority. Information input is represented by the subordinate groups’ degree of information inputted into the decision-making process. The decision authority dimension determines whether the leader makes the decision solely by him- or herself or shares the decision making with the group. The grid in figure 10 helps to define four leadership decisions.

Figure 10: The Bonoma-Slevin Leadership Model

Source: [154],[155].

The four extremes of leaders (depicted in the four corners of the grid) are the following:

Autocrat (100, 0). Such managers solicit little or no input from their groups and make the managerial decisions solely by themselves.

Consultative autocrat (100, 100). In this managerial style, intensive input is elicited from the members, but these formal leaders keep all substantive decision-making authority to themselves.

Consensus manager (0, 100). Purely consensual managers throw open the problem to the group for discussion (input) and simultaneously allow or encourage the entire group to make the relevant decision.

Shareholder manager (0, 0). This position is literally poor management. Little or no information input and exchange take place within the group, while the group itself has ultimate authority for the final decision.

According to the [155], the Bonoma-Slevin Leadership Model indicates that project managers tend to use the following decision-making styles expressed in the percentages provided:

Autocratic (40–50%): This style is characterized by a high level of direction and control, with decisions made primarily by the leader without significant input from others. Leaders adopting this style tend to rely on their own judgment and authority.

Consultative Autocratic (30–40%): In this style, leaders seek input and information from others but ultimately retain decision-making authority. This approach balances the benefits of gathering diverse perspectives with the efficiency of centralized decision-making.

Consensus (20–30%): Leaders who adopt this style involve others in the decision-making process, seeking agreement and collective input. This approach fosters collaboration and can lead to more inclusive decisions.

Shareholder (10–20%): This style is characterized by a low level of direction and control, with decision-making authority largely delegated to others. Leaders adopting this style tend to provide minimal oversight and intervention.

REVIEW OF RELATED LITERATURE

In research by [156], on the Analysis of Project Management Skills and Performance of Real Estate Construction Projects in Mogadishu, Somalia. This study investigated the effect of project management abilities on the performance of building projects in Mogadishu, Somalia. The study’s particular goals were to analyze how project planning, communication, risk management, and project monitoring and control skills affected the performance of construction projects in Mogadishu, Somalia. Competency theory underpinned the study. A descriptive and cross-sectional survey research design was used in this study. The respondents were three important members of management from each firm’s managing director, senior management, or operational managers, and the study addressed 127 construction enterprises in Mogadishu. A population of 659 construction workers in Mogadishu working for 127 companies was taken. The study has 179 participants. In order to estimate the total number of people in each respondent category, proportionate stratified random sampling was used, and basic random sampling was used to choose respondents for each category. A semi-structured questionnaire was utilized to collect the data. Descriptive and inferential statistics were used to analyze data. The study found that performance of construction enterprises in Mogadishu, Somalia, was influenced by their ability to plan projects; nevertheless, project communication, risk management, and monitoring and control were shown to be advantageous. Research indicated that construction firms in Mogadishu that have managers and workers with adequate project management abilities, such as effective communication, risk management, and project monitoring, performed better in project management. Construction companies in Mogadishu that lack project management skills must ensure that their key experts in the construction industry undergo on-the-job training to learn project management skills such as communication, risk management, and project monitoring and control.

[157] research on ‘Construction Project Manager’s Emotional Intelligence and Team Effectiveness: The Mediating Role of Team Cohesion and the Moderating Effect of Time’. The emotional intelligence of a construction project manager plays an essential role in project management, and recent developments in teamwork have increased the need to explore better ways to utilize teams and achieve effectiveness in the construction sector. However, research that holds the team-level perspective in emotional intelligence studies is lacking, and the mechanism of the construction project manager’s emotional intelligence on team effectiveness remains unexplored. This knowledge gap is addressed by developing a model that illuminates how construction project manger’s emotional intelligence can affect team effectiveness via the mediation of team cohesion and the moderation of project team duration. A questionnaire survey was utilized to gather information from construction project teams across 156 leader-member dyads in the Chinese construction industry. The results reveal that construction project manager’s emotional intelligence is positively related to team effectiveness and the team cohesion mediates this cause and effect. Further, project team duration moderates the relationship between team cohesion and effectiveness. This study offers new insight into how project manager can better lead team members toward desired team outcomes from a team perspective and makes an explorative effort in investigating the “time” role in construction project management.

[158] conducted research on ‘Assessment of project manager’s roles in management of construction projects in Nigeria’. The study adopted a quantitative approach, literature review, and finally follows a deductive approach to draw conclusion. CPs was the targeted population for this study particularly the Architects, Builders, Engineers and Quantity Surveyors. In the survey, a total of 250 questionnaires were purposely distributed to the CPs, 124 were returned which amounted to 49.6% response rate. Subsequently, the data was using descriptive analysis. Findings had established that on an analyzed project where a PM is appointed, none among the roles and responsibilities of the PM identified is indicated to be fully undertaken by the PM. Also, some categories of respondents believed that a single role and responsibility can be undertaken by several professionals. Finally, the study concludes that there is a role conflict amongst construction practitioners on the role of a PM. The study recommends that CPs would need to improve on their knowledge about the specific role of PM in construction projects and the attendant responsibilities that comes with such role.

[159] conducted another research on ‘Project Manager’s Skills for improving the performance of complex projects in Kuwait Construction Industry: A Review’. The aim of this paper is to provide a review on project manager’s skills framework (PMSF) that are required in improving complex construction projects in Kuwait. Extensive literature reviews on the project manager’s skills in the management of the project were identified. It was found that skills such as teamwork, effective communication with staff and contractors, and effective resource management, effective planning and training, risk management are some of the important factors. The findings of this research contribute to exiting literature on developing a project manager’s skills framework (PMSF) that can be used by academic professional, business practitioners, and policy makers in identifying the issues facing construction projects and providing successful outcomes. Project managers involved in complex projects need to have strong skills to handle their team and every project participant. Project manager has the highest importance and critical to the success of the project. The literature review has indicated several skills that are important for project managers. The type of project determines the type and extends of skills that are required in successful project outcomes.

Research by [160] on ‘Relationship between U.S. Construction project managers’ leadership styles and construction project successes. Project managers were selected for their technical skills and their process methodologies with the belief that these skills were the critical success factors dependent on project success. With the majority of projects reporting failures and technical skills not producing the higher success rates focus has shifted from technical skills to soft skill critical success factors including leadership. The literature has shown that there is a relationship between leadership and project improvements, but there is a lack of literature on if a project manager’s particular leadership style contributes to successful project outcomes especially in the construction industry. The construction industry contributes to approximately 4% of the U.S.’s GDP and reports among the highest percentage of project failures. This nonexperimental, quantitative explanatory study investigates the relationship between a construction project manager’s leadership style and construction project success. Asking the question “To what extent does a construction project manager’s leadership style explain project success?” ninety-two U.S. construction project managers were surveyed utilizing two survey instruments to analyze transformational leadership, transactional leadership, and laissez-faire avoidant leadership and project success. Simple linear regression analysis, multiple linear regression analysis, and descriptive statistics were utilized to study the results. The results found that there was a statistically significant relationship between a construction project manager’s leadership style and construction project success with transformational leadership having the greatest predictor of project success.

RESEARCH METHODOLOGY

FCT-Abuja, North-Central part of Nigeria was the study area, located on coordinate 9.0765° N, 7.3986° E in the center of Nigeria. It was carved out from the Niger State, Nasarawa State, and Kogi State with a landmass of an Area of 1,769 km² [161].

Descriptive survey (quantitative) research design was adopted and utilized for collecting the data primarily. The flexibility and fairness of the nature of quantitative research approach allows for meaningful comparison of responses across the partakers that was involved in the study because of the meaningful way of enquiring about the subject matter supported with the range of responses obtained in the long run. Such design was seen to be utilized by [162] in their research titled ‘Analysis of Changes in Building Construction Project Plan on Project Success in Akure Metropolis, Ondo State, Nigeria’.

The population size of this study was considered to be 523, which comprised construction professionals (Architects, Builders, Engineers and Quantity Surveyors) working in construction firms in Abuja, FCT that are listed in the Nigeria Directory Online website [163].

The sample size for the study was selected to be 227 construction professionals. The sampling technique utilized in this research was a systematic random sampling technique, because of the necessity of obtaining roughly half of the study population. In this case every other construction professional in each firm were sampled, subject to availability.

This study adopted a quantitative research approach with the use of survey research. This is because survey research allowed the researcher the opportunity to collect and collate a substantial amount of quantitative data within a limited resource and time framework while still ensuring the data were reliable [164]. Questionnaire was the tool designed based on the objectives of the study to collate the primary data for the study subjected to a 5-point Likert scales respectively. Face-to-face method of reaching the target population (project managers) was utilized in order to administer them with the tool for primary data collection.

The instrument was validated by the Supervisor and other experts in the field of measurement and evaluation in the Faculty of Environmental Technology with all observations being affected before the field survey proper. Also, the instrument was subjected to a reliability test to ensure it measure what it is supposed to measure.

Both descriptive and inferential methods of data analyses were utilized in this research on the data collected using questionnaire. In descriptive method of data analyses, frequency and percentage, mean score and standard deviation were the descriptive tools employed in the analyses. While, in inferential method of data analyses, regression analysis was the inferential tools employed in the analyses. Software called Statistical Package for Social Sciences (SPSS) was utilized as a tool to analyze the data collected.

PRESENTATION OF DATA ANALYSES AND DISCUSSION OF RESULTS

Presentation of Data Analyses

227(100%) questionnaires were administered to the respondents of the study, 185(84%) questionnaires were retrieved for analyses.

Respondents’ Demographic Information

Table 1 below shows the respondents demographic information. 8(4.3%) of the respondents have 21–28years of age, 48(26%) have 29–35years of age, 44(23.8%) have 36–42years of age, 52(28.1%) have 43–49years of age, and 33(17.8%) have above 50years of age. 7(3.8%) of the respondents have Higher National Diploma (HND) level of education, 53(28.6%) have Bachelor of Science (B.Sc), 70(37.8%) have Postgraduate Diploma (PGD), 48(26%) have Master’s (M.Sc), and 7(3.8%) have Doctor of Philosophy (Ph. D) level of education. 30(16.3%) of the respondents are from Architecture profession, 50(27%) are from Building profession, 50(27%) are from Civil Engineering profession, 55(29.7%) are from Quantity surveying profession. 178(96.2%) of the respondents are registered with their respective professional body, while 7(3.8%) are not registered. 29(16.3%) of the respondents are registered with NIA body, 48(27%) are registered with NIOB body, 48(27%) are registered with NSE body, and 53(29.7%) are registered with NIQS body. 142(76.8%) of the respondents are male and 43(23.2%) are female. 19(10.3%) of the respondents have 6–10years of experience, 32(17.3%) have 11–15years of experience, 31(16.8%) have 16–20years of experience, 61(32.9%) have 21–25years of experience and 42(22.7%) have above 25years of experience.

Table 1: Respondent’s Demographic Information

N = 185.

Objective One: To evaluate the leadership behaviour exhibited by project managers in building construction projects in FCT, Abuja

Decision

Adapted from [165]: 0.00 – 1.49 = Very Bad (VB); 1.50 – 2.49 = Bad (B); 2.50 – 3.49 = Moderate (M); 3.50 – 4.49 = Good (G); 4.50 – 5.0 = Very Good (VG).

According to the Bonoma-Slevin Leadership Model, project managers tend to use the following decision-making styles: Autocratic: 40–50% of decisions; Consultative Autocratic: 30–40% of decisions, Consensus: 20–30% of decisions; and Shareholder: 10–20% of decisions (Bonomo & Slevin, 1998).

Table 2 below shows the leadership behaviour exhibited by the project managers in the study area. Sensitive to team members behaviour of a project manager is evaluated as good behaviour with a mean score (X) of 3.511 and standard deviation (SD) of 1.2087. Good communicator behavior of a project manager is evaluated as good behaviour of the project managers with X = 3.510 and SD = 0.0451. Good planner and organizer behaviour of a project manager is evaluated as good behaviour with X = 3.508 and SD = 0.1072. Assumption of responsibility behaviour of a project manager is evaluated as moderate behaviour with X = 2.503 and SD = 0.1804. Ability to select good people with effective skills as behaviour is evaluated as moderate behaviour with X = 2.501 and SD = 0.1067. Highly autocratic behaviour of a project manager is evaluated as moderate behaviour with X = 2.500 and SD = 0.1185. While; high reliability of the project manager on his/her subordinates is evaluated as bad behaviour with X = 1.502 and SD = 0.7609. Less dependent behaviour of a project manager is evaluated as bad behaviour with X = 1.500 and SD = 0.1758. Non-challant attitude behaviour of a project manager is evaluated as bad behaviour with X = 1.500 and SD = 0.1758.

The average total mean score (ATMS) reveals a value of 2.504, which is moderate. Thus, indicating that project managers’ exhibits moderate leadership behaviour in building construction projects in FCT, Abuja. However, based on Bonoma-Slevin Leadership Model, ([2.504 ÷ 5 * 100]) = 50%; and 50% falls within the range of (40–50%) which is Autocratic leadership style of behaviour in building construction projects in the study area.

Table 2: Project managers’ leadership behaviour

N = 185. Standard Deviation = SD. Base on Bonoma-Slevin Leadership Model decision-making styles (Autocratic = 40–50%; Consultative Autocratic = 30–40%; Consensus = 20–30%; and Shareholder = 10–20%).

Objective Two: To determine the level of construction project success achieved by project managers in building construction projects in FCT, Abuja

Decision

Adapted from [165]: 0.00 – 1.49 = Very Low (VL); 1.50 – 2.49 = Low (L); 2.50 – 3.49 = Moderate (M); 3.50 – 4.49 = High (H); 4.50 – 5.0 = Very High (VH).

Table 2 below shows the level of success achieved by the project managers on building construction projects in the study area. Quality of the building construction project product is determined as high-level success with a mean score (X) of 3.9813 and standard deviation (SD) of 1.62536. Safety efficiency dimension of building construction projects is determined as high-level success with X = 3.8637 and SD = 1.57735. Cash-flow management of building construction projects is determined as high-level success with X = 3.7475 and SD = 1.52991. Client’s satisfaction during and after the projects is determined as moderate level success with X = 3.4328 and SD = 1.40144. Profitability of the building construction projects is determined as moderate level success with X = 3.3129 and SD = 1.35249. Employee satisfaction in the course of the projects is determined as moderate level success with X = 3.2083 and SD = 1.30978. Environment performance of the projects is determined as moderate level success with X = 3.1209 and SD = 1.2741. Cost of building construction projects is determined as low-level success with X = 2.4 and SD = 0.97978. Learning and development during and after the projects is determined as low-level success with X = 2.375 and SD = 0.96959. Time of construction project delivery is determined as low-level success with X = 2.3208 and SD = 0.94746.

The average total mean score (ATMS) reveals a value of 3.1763 which means that, there is a moderate level of construction project success achieved by project managers in the study area.

Table 3: Level of construction project success achieved by project managers

N = 185. Standard Deviation = SD.

Objective Four: To determine the effect of project managers’ leadership behaviour on construction project success in FCT, Abuja

Regression is applied in the analysis as shown in tables 4, 5, and 6.

Table 4 shows the model summary of the regression coefficient of the effect of project managers’ leadership behaviour (independent variable) on building construction project success (dependent variables) in FCT, Abuja. R = 0.783 (correlation coefficient between predictor and outcome variable) which indicates a strong positive correlation between project managers’ leadership behaviour and building construction project success (the outcome variable). R Square = 0.691 (coefficient of determination, proportion of variance explained) which means that about 69.1% of the variance in the outcome variable is explained by building construction project success. Adjusted R Square = 0.685 (adjusted for number of predictors and sample size) which adjusts for the number of predictors and sample size, still indicating that about 68.5% of the variance is explained. Std. Error of the Estimate = 3.84542 (standard error of the regression model) which represents the average distance between observed and predicted values.

Table 4: Model summary

Table 5 shows the analysis of variance (ANOVA) regression coefficient of the effect of project managers’ leadership behaviour (independent variable) on building construction project success (dependent variables) in FCT, Abuja. Regression Sum of squares = 1756.585 (explained variance) and mean square = 1756.585 (explained variance divided by df). Residual sum of squares = 2345.686 (unexplained variance) and mean square = 12.748 (unexplained variance divided by df). Total sum of squares = 4102.271 (total variance). F-statistic and significance (F) = 83.987 (ratio of explained variance to unexplained variance) and, Sig. = 0.000^b (p-value, indicating significance level). The F-statistic (83.987) is significant (p < .001), indicating that the regression model is a good fit for the data, hence, project managers’ leadership behavior is a significant predictor of building construction project success.

Table 5: ANOVA^a

Table 6 displays the regression coefficient of the effect of project managers’ leadership behaviour on building construction project success in FCT, Abuja. The coefficients of Unstandardized coefficients (B) = 0.876 (change in outcome variable for a one-unit change in predictor) which means for every one-unit increase in project managers’ leadership behaviour, building construction project success increases by 0.876 units. Standardized coefficients (Beta) = 0.780 (standardized change in outcome variable) which means project managers’ leadership behaviour have a strong positive effect on project effectiveness. t-value = 8.536 (ratio of B to its standard error) and Sig. = 0.000 (p-value, indicating significance level) which means the relationship between project managers’ leadership behaviour and construction project success is statistically significant.

Table 6: Coefficients^a

DISCUSSION OF RESULTS

Objective One: Leadership behaviour exhibited by project managers in building construction projects in FCT, Abuja

Table 2 revealed that base on the Bonoma-Slevin Leadership Model, the project managers in the study area exhibit Autocratic leadership with an average total mean score value of 2.504 (i.e., 50%) which falls within the range of 40–50% = Autocratic style of leadership behaviour. With three most project managers’ good leadership behaviours to include sensitive to team members behaviour (X = 3.511), good communicator behavior (X = 3.510), good planner and organizer behaviour (X = 3.508).

The objective outcome corroborates the results of [155] with their Bonoma-Slevin Leadership Model. According to [22], Project manager is an individual who has the responsibility in leading project team in a performing organization and achieve project’s pre-defined results. Also, the project manager is ultimately responsible for the productivity of the people in the project team; it is therefore the project manager’s job to maintain cohesion in the project [170]. Yet project team includes all functional contributors to the project, as well as the members of the project office [41]. The importance of team work by team members has been very much emphasized over the past decade as organizations come to recognize its need to accomplish complex tasks in a difficult and uncertain environment such as Nigerian building Construction Industry [70]. Moreover, displaying insensitivity towards team members as leadership behaviour has an effect which demotivate the team members by ensuring all the pre-determined goals of a particular projects/organization not to be achieved.

Objective Two: Level of construction project success achieved by project managers in building construction projects in the study area

Table 3 revealed a moderate level of construction project success achieved by project managers with an average total mean score reveals a value of 3.1763; and quality of the building construction project product with X= 3.9813, safety efficiency dimension with X = 3.8637, cash-flow management of building construction projects with X = 3.7475 as the three most high-level success achieved by project managers in the study area.

The study agrees with assertion of [87] which are also known as short-term perspective for construction project success. [94],[81] emphasized quality efficiency to very important as it appears in many of the definition of project success. [89] aligned that, safety in construction plays an important role in the delivery of building construction product and is not limited to workers safety only. Contractors needs to survive the changing environment and the competition in the building construction industry as effective cash flow management is very necessary to adequately start and finish construction of a product [76]. [84] agreed that, cash is needed for a building construction companies’ day-to-day activity hence the vitality of cash flow management for its survival.

By implication, any building construction organization without cash-flow within the organization may not realize the construction product. As money flowing into the organization termed positive cash flow while the one flowing out is termed negative cash flow; hence, advance knowledge of the factors affecting cash flow and understanding their impact is essential to the contractor [76].

Objective Three: Effect of project managers’ leadership behaviour on construction project success in the study area

Tables 4, 5 and 6 deduced that, there is a very strong positive correlation between construction project effectiveness and building construction project success (R = 78.3%). Project managers’ leadership behavior is a significant predictor of building construction project success (F-statistic (F) = 83.987; Sig. = 0.000). Standardized coefficients (Beta-value) = 0.780 which meant project managers’ leadership behaviour have a strong positive effect on building construction project success. With the very relevant forms of building construction project success in FCT, Abuja to be: clearly defined project mission (X = 4.5421), and project schedule/plan should be ensured (X = 4.5157).

The study agrees with results of [166],[15]. This also validate the assertion of [169] that, leadership has great effect in the performance of any group of people that are pursuing a common goal be it the political organisational, production or services delivery, and leadership effects success level. That is why a project manager as a leader must provide strategy, vision and motivation.

By implication, that means building construction project success is a strong predictor of the outcome variable and the model explains a significant portion of the variance, indicating a good fit. Thus, project managers’ leadership behaviour plays a crucial role in determining building construction project success. Also, developing project managers’ leadership behaviours can lead to improved building construction project success and project outcomes. Leadership behavior plays a crucial role in determining project success. also, effective leadership can lead to improved project outcomes. Therefore, building construction organization that do not improve on its leadership behaviour towards building construction project success will not remain competitive in the construction business as project performance cut across factors that showcase the successful completion of a project [168].

CONCLUSIONS AND RECOMMENDATIONS

Conclusions

The research concluded based on the findings as follows:

The project managers in FCT, Abuja exhibit Autocratic leadership behaviour in the building construction with sensitive to team members behaviour, good communicator behavior, and good planner and organizer behaviour as the most project managers’ good leadership behaviours in the study area.

There is a moderate level of construction project success achieved by project managers with quality of the building construction project product, safety efficiency dimension, and cash-flow management of building construction projects as the three most high-level success achieved by project managers in the study area.

There is a very strong positive correlation and significant predictor between construction project effectiveness and building construction project success (R = 78.3%; F = 83.987; Sig. = 0.000) with Beta-value = 0.780 buttressing the project managers’ leadership behaviour having a strong positive effect on building construction project success.

Recommendations

The recommendations deduced from the conclusion as follows:

Project managers should focus on developing their leadership skills to improve project results and be able to carry all the building construction projects team along as they are the driver of project responsible for its success or failure.

Project managers in collaborations of all the professional bodies should strive hard to always think ahead and proffer solutions to unforeseen problems even before it arises as to ensure success at all run.

All construction firms should invest in leadership development programs to improve project managers’ capabilities as leadership lead to either success or failure of project.

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