Construction safety culture: a revised framework

Abstract not available

Aligning safety policy development, learning and implementation: from boardroom to site

Abstract not available

Developing project skills for managing construction safety: a managerial perspective

Abstract not availabl

Minimising social desirability bias in construction safety risk research

Abstract not available

Emotional intelligence and its relationship to transformational leadership and key project manager competences

Key dimensions of project manager behaviors considered to be associated with successful project outcomes have included both appropriate collaborative behaviors and transformational leadership. More recently, emotional intelligence has been suggested as a unique area of individual differences that is likely to underpin sets of behaviors in this area. Based on a sample of 67 UK project managers, it was found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness, and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personalit

Validation of a model measuring the effect of a project manager’s leadership style on project performance

[[abstract]]This study validates a model for assessing the relationships among a project manager’s leadership style, teamwork, project performance, and stakeholder satisfaction. It determines whether the effect of leadership style on project performance can be mediated by teamwork. An industry-wide survey measured a project manager’s leadership style, teamwork, and project outcomes in project performance and stakeholder satisfaction. Structural Equation Modeling (SEM) approach confirmed this research model. Analyses show that a project manager who adopts transactional and transformational leadership can improve teamwork and capital facility project performance. Additionally, stakeholder satisfaction can be achieved with high levels of project success in schedule, cost, and quality performance. These findings show that teamwork can partially mediate relationships between leadership style and project performance.[[journaltype]]國外[[incitationindex]]SCI[[ispeerreviewed]]Y[[booktype]]紙本[[countrycodes]]KO