Leadership competences of sustainable construction project managers
Abstract The building industry has been acknowledged as being vital in stimulating societal change toward sustainable development in a global context. From a theoretical perspective, this study extends leadership competencies and transformational leadership qualities as hierarchical, reflective constructs, integrating ten associated components. The research analysis was completed using a sample population of 70 project managers in sustainable building projects. The model shows that leadership competencies, as well as the transformational leadership qualities of project managers as second order reflective constructs experience a direct impact on the success criteria for sustainable buildings. In addition, the results indicate that the intellectual competence of project managers plays the most significant role in sustainable building achievements. In general, the present study extends some of the significant components from leadership assessment in the context of construction project managers in sustainable building projects and has generated a new model to facilitate the process of sustainability in the industry.