Critical core competencies for effective strategic leadership in project management
- Authors: Jowah, Enoch Larry
- Date: 2013
- Subjects: Leadership -- Psychological aspects , Project management , Core competencies , Leadership
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:9305 , http://hdl.handle.net/10948/d1017230
- Description: Project management is undeniably the fastest growing discipline as organizations move into the euphoria of projectification of their operations. Though projects have been a part of human life since time immemorial, there is a sudden realisation of the effectiveness of the methods used in project management. The enrolment of students studying for project management in tertiary institutions has shown tremendous increase. Yet the project execution process is mired by high failure rates and absence of clarity on the necessary skills required for effective project execution. The authority-gap in project management presents political and operational conflicts, and new innovative ways of authority-gap reduction need to be identified and taught in training programs. Simultaneously there is a realisation by both academics and practitioners that there is a difference between managers and leaders. Extensive studies on leadership have not allowed for a one-stop-leadership-style to be used in leadership of any form, let alone project leadership. In fact there is no standard definition of leadership as this has been heavily contextualized and thereby disallowing the creation of a universal definition. No cast-in-stone leadership styles are known and thereby leaving the research on leadership to concentrate on critical competencies required for effective leadership of projects. This study seeks to establish the core competencies needed by the project leaders and other practitioners to reduce the failure rate and maximise the benefits currently sought after by organisations. Studies have shown that the matrix structure within which the embedded projects work is a contributing factor to the failure of projects. Because projects are executed by people, it would be the proper utilisation of people’s talents and competencies that are expected to yield favourable results. Thus, whilst the matrix structure creates the authority-gap that presents a problem for effective project execution, management-by-projects still remains the best way known to add economic value to performance and productivity. The study therefore focuses on those characteristics of project leaders that will most likely make the difference in the way people perform in the workplace. The research findings emphasised the importance of empowerment of project managers and the development of their interpersonal skills of the project leader with special emphasis on extroversion, genuineness of senior management, and the responsiveness of the project leaders as important requirements for effective authority- gap reduction. These critical competencies will therefore facilitate the project execution process and enhance the empowered project leader’s ability to reduce the high project failure rate and high cost overruns. These competencies apply specifically to the human element as it relates to the role of the project leader and the interaction with the team members, this new knowledge needs to be introduced into training programs and project practitioners.
- Full Text:
- Date Issued: 2013
- Authors: Jowah, Enoch Larry
- Date: 2013
- Subjects: Leadership -- Psychological aspects , Project management , Core competencies , Leadership
- Language: English
- Type: Thesis , Doctoral , DPhil
- Identifier: vital:9305 , http://hdl.handle.net/10948/d1017230
- Description: Project management is undeniably the fastest growing discipline as organizations move into the euphoria of projectification of their operations. Though projects have been a part of human life since time immemorial, there is a sudden realisation of the effectiveness of the methods used in project management. The enrolment of students studying for project management in tertiary institutions has shown tremendous increase. Yet the project execution process is mired by high failure rates and absence of clarity on the necessary skills required for effective project execution. The authority-gap in project management presents political and operational conflicts, and new innovative ways of authority-gap reduction need to be identified and taught in training programs. Simultaneously there is a realisation by both academics and practitioners that there is a difference between managers and leaders. Extensive studies on leadership have not allowed for a one-stop-leadership-style to be used in leadership of any form, let alone project leadership. In fact there is no standard definition of leadership as this has been heavily contextualized and thereby disallowing the creation of a universal definition. No cast-in-stone leadership styles are known and thereby leaving the research on leadership to concentrate on critical competencies required for effective leadership of projects. This study seeks to establish the core competencies needed by the project leaders and other practitioners to reduce the failure rate and maximise the benefits currently sought after by organisations. Studies have shown that the matrix structure within which the embedded projects work is a contributing factor to the failure of projects. Because projects are executed by people, it would be the proper utilisation of people’s talents and competencies that are expected to yield favourable results. Thus, whilst the matrix structure creates the authority-gap that presents a problem for effective project execution, management-by-projects still remains the best way known to add economic value to performance and productivity. The study therefore focuses on those characteristics of project leaders that will most likely make the difference in the way people perform in the workplace. The research findings emphasised the importance of empowerment of project managers and the development of their interpersonal skills of the project leader with special emphasis on extroversion, genuineness of senior management, and the responsiveness of the project leaders as important requirements for effective authority- gap reduction. These critical competencies will therefore facilitate the project execution process and enhance the empowered project leader’s ability to reduce the high project failure rate and high cost overruns. These competencies apply specifically to the human element as it relates to the role of the project leader and the interaction with the team members, this new knowledge needs to be introduced into training programs and project practitioners.
- Full Text:
- Date Issued: 2013
Assessing management competencies in selected Southern Cape Municipalities
- Authors: Krapohl, Johannes
- Date: 2007
- Subjects: Local government -- South Africa , Core competencies , Performance -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8571 , http://hdl.handle.net/10948/797 , Local government -- South Africa , Core competencies , Performance -- Management
- Description: In his 2006 State of the Nation Address, President Thabo Mbeki emphasised the need for the development of managerial competencies and other skills to empower the country’s municipalities to meet the needs of the community (Governance and Administration, 2005). In order to meet the needs of the local community, municipalities need to render effective and efficient services. The lack of relevant managerial competencies adversly influences the municipality’s capacity to deliver the required services. In addition, the uneven distribution of capabilities and capacity across different sections within a municipality also poses a great risk to municipal performance and equitable service provision over the medium term. Notwithstanding progress made to date, service delivery backlogs still exist in key areas that affect the daily lives of the community. Where these backlogs coincide with poor municipal capacity, the result is service failure and a government that is incapable of meeting its goals (Governance and Administration, 2005). The objective of the study is to assess the contemporary management competencies that are required to assist municipal management in addressing the challenges of a dynamic, uncertain and complex Local Government environment. A questionnaire was used to gather the perceptions of 26 senior managers. This sample constituted a response rate of 65 per cent of people employed by municipalities within the Eden District Municipality’s service area. The questionnaires were distributed to the senior managers by means of an identified contact person within each municipality. The empirical findings such as the mean, median, standard deviation and pvalues were calculated by means of MS Excel. The main findings of this research indicated that: • Presently the most developed managerial competencies were selfmanagement, strategic action, planning and administration and communication. • The least developed current competency was global awareness. • The managerial competencies regarded as the most important for the next ten years were planning, administration and strategic action. • Global awareness was regarded as the least important competency for the next ten years. This finding points to the need for developing the global awareness competency to ensure that Municipal Managers are more sensitive to cultural cues and are able to adapt quickly in novel situations.
- Full Text:
- Date Issued: 2007
- Authors: Krapohl, Johannes
- Date: 2007
- Subjects: Local government -- South Africa , Core competencies , Performance -- Management
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8571 , http://hdl.handle.net/10948/797 , Local government -- South Africa , Core competencies , Performance -- Management
- Description: In his 2006 State of the Nation Address, President Thabo Mbeki emphasised the need for the development of managerial competencies and other skills to empower the country’s municipalities to meet the needs of the community (Governance and Administration, 2005). In order to meet the needs of the local community, municipalities need to render effective and efficient services. The lack of relevant managerial competencies adversly influences the municipality’s capacity to deliver the required services. In addition, the uneven distribution of capabilities and capacity across different sections within a municipality also poses a great risk to municipal performance and equitable service provision over the medium term. Notwithstanding progress made to date, service delivery backlogs still exist in key areas that affect the daily lives of the community. Where these backlogs coincide with poor municipal capacity, the result is service failure and a government that is incapable of meeting its goals (Governance and Administration, 2005). The objective of the study is to assess the contemporary management competencies that are required to assist municipal management in addressing the challenges of a dynamic, uncertain and complex Local Government environment. A questionnaire was used to gather the perceptions of 26 senior managers. This sample constituted a response rate of 65 per cent of people employed by municipalities within the Eden District Municipality’s service area. The questionnaires were distributed to the senior managers by means of an identified contact person within each municipality. The empirical findings such as the mean, median, standard deviation and pvalues were calculated by means of MS Excel. The main findings of this research indicated that: • Presently the most developed managerial competencies were selfmanagement, strategic action, planning and administration and communication. • The least developed current competency was global awareness. • The managerial competencies regarded as the most important for the next ten years were planning, administration and strategic action. • Global awareness was regarded as the least important competency for the next ten years. This finding points to the need for developing the global awareness competency to ensure that Municipal Managers are more sensitive to cultural cues and are able to adapt quickly in novel situations.
- Full Text:
- Date Issued: 2007
Clients' views on construction and design team competencies
- Authors: Crafford, Gerrit Jacobus
- Date: 2007
- Subjects: Construction industry -- Employees , Core competencies
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9679 , http://hdl.handle.net/10948/490 , Construction industry -- Employees , Core competencies
- Description: The effectiveness of the design and construction team in meeting clients’ requirements entirely depends on the competency proficiency of the design and construction teams. This research presents a model of the important competencies required by the design and construction teams in order to provide a competent service as seen by the client. A review of related literature followed by interviews by selected practitioners yielded 29 architectural competencies, 31 civil engineering competencies, 32 construction management competencies, 31 project management competencies, and 33 quantity surveying competencies that were presented in a structured questionnaire. The questionnaire was completed by 52 developers from a census of developers and municipality managers in South Africa. Respondents were asked to rank or rate: the level of importance of each competency for a career in that specific discipline; how evident that competency is in the specific discipline in South Africa; the level of importance of the performance parameters to clients, and the extent to which the various disciplines realise client satisfaction relative to the various performance parameters. The techniques of re-scaling, principal component analysis, content analysis, ranking and quadrant analysis were applied to the data. Results showed a high degree of consistency among respondents in all disciplines, regardless of the demographic differences in the importance of the competencies. A factor solution was obtained for every discipline using principal component analysis on the important competencies of each discipline. The various factor solutions were in turn used to formulate a simplified model. The model shows that the factors are interdependent and interacting. The model indicates that primary competencies for each profession are supported by mostly secondary competencies. These factors v are in turn influenced by the inter-relationships between the practitioners, continued professional development/ research and universities, which are then in turn, influenced the governing bodies. The local and global environment then ultimately influences the governing bodies. An Importance-Evidence quadrant analysis was undertaken in order to integrate the rankings of the current importance levels and current proficiency levels for each discipline’s competencies, which helped to identify areas in which education and training is immediately needed. Respondents ranked all nine performance parameters above average which indicates that there are more than the traditional performance parameters of cost, quality, and time involved in satisfying clients. The research concluded that vital feedback from clients regarding the competencies required by the respective professionals in the design and construction team was obtained.
- Full Text:
- Date Issued: 2007
- Authors: Crafford, Gerrit Jacobus
- Date: 2007
- Subjects: Construction industry -- Employees , Core competencies
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: vital:9679 , http://hdl.handle.net/10948/490 , Construction industry -- Employees , Core competencies
- Description: The effectiveness of the design and construction team in meeting clients’ requirements entirely depends on the competency proficiency of the design and construction teams. This research presents a model of the important competencies required by the design and construction teams in order to provide a competent service as seen by the client. A review of related literature followed by interviews by selected practitioners yielded 29 architectural competencies, 31 civil engineering competencies, 32 construction management competencies, 31 project management competencies, and 33 quantity surveying competencies that were presented in a structured questionnaire. The questionnaire was completed by 52 developers from a census of developers and municipality managers in South Africa. Respondents were asked to rank or rate: the level of importance of each competency for a career in that specific discipline; how evident that competency is in the specific discipline in South Africa; the level of importance of the performance parameters to clients, and the extent to which the various disciplines realise client satisfaction relative to the various performance parameters. The techniques of re-scaling, principal component analysis, content analysis, ranking and quadrant analysis were applied to the data. Results showed a high degree of consistency among respondents in all disciplines, regardless of the demographic differences in the importance of the competencies. A factor solution was obtained for every discipline using principal component analysis on the important competencies of each discipline. The various factor solutions were in turn used to formulate a simplified model. The model shows that the factors are interdependent and interacting. The model indicates that primary competencies for each profession are supported by mostly secondary competencies. These factors v are in turn influenced by the inter-relationships between the practitioners, continued professional development/ research and universities, which are then in turn, influenced the governing bodies. The local and global environment then ultimately influences the governing bodies. An Importance-Evidence quadrant analysis was undertaken in order to integrate the rankings of the current importance levels and current proficiency levels for each discipline’s competencies, which helped to identify areas in which education and training is immediately needed. Respondents ranked all nine performance parameters above average which indicates that there are more than the traditional performance parameters of cost, quality, and time involved in satisfying clients. The research concluded that vital feedback from clients regarding the competencies required by the respective professionals in the design and construction team was obtained.
- Full Text:
- Date Issued: 2007
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