Project Management Leadership Research Articles

Sustainable Leadership in Project Management. The Need for a New Kind of Leadership

Adopting a long-term perspective has helped companies survive in difficult times and overcome economic crises, recessions, and pandemics such as the current COVID-19. At present, the project management approach is changing from more authoritarian management models to frameworks that are based on the management of people and society. This article researches the concept of sustainable leadership in the project management profession. It evaluates the level of sustainable leadership among project managers in Spain using the Avery and Bergsteiner’s (2011) model of bees and locusts as a reference framework (Bee and Locust Sustainable Leadership Model). A qualitative study was carried out based on the analysis of the responses given by sixty-eight project managers in Spain who answered a 52-point ques-tionnaire. The findings yielded interesting results. It was found that in projects considered as temporal organizations, companies tended to employ a mixture of bee and locust’s leadership elements. Respondents recognized the importance of employee training and development, and most considered that it was essential to consider the environment when determining the organization’s commercial objectives. However, based on this study’s findings, the project management profession still has a long way to go as regards the practical implementation of sustainable leadership.

Exploring Project Uncertainty and Leadership Strategies

Managing projects under conditions of uncertainty requires a fundamental shift in how project leaders plan and execute initiatives. They need to reimagine not just their vision and purpose but adopt new ways of thinking that will allow them to thrive at a time of extraordinary change and disruption. The project manager's leadership style needs to be tailored to mitigate various sources of uncertainty. This study identifies main domains and factors of project uncertainty and synthesizes leadership competencies to address such uncertainty. By constantly evaluating the characteristics of these domains, project managers are more likely to convert “unknown unknowns” to “known unknowns.” It is argued that certain leadership competencies are necessary to find new approaches and achieve an advantage in crisis. Adoption of critical leadership competencies by the project manager is key to move from crisis prone to crisis prepared.

Project Management Leadership and Successful Completion of Road Construction Projects in Kenya National Highways Authority

Road construction projects in Kenya are facing problems of delays in their life cycle of implementation therefore not successfully completed. From previous studies done, several road projects do not get completed within the stipulated budget and timings and usually fail to meet the desired standards such as quality due to factors like inefficient time within the stipulated schedules, inadequate funds and lack of implementation facilities and equipment. The purpose of the study was to determine the relationship between project management leadership and completion of road construction projects in Kenya National Highways Authority. The specific objectives of the study; to determine the relationship between leadership skills and completion of road construction projects in Kenya National Highways Authority, leadership experience and completion of road construction projects in Kenya National Highways Authority, leadership control and completion of road construction projects in Kenya National Highways Authority and leadership style. This study was anchored on the following theories: Trait theory of leadership, Behavioral theory, Human Capital theory, and the Control theory. This study employed a descriptive survey research approach. The target population in this study was KeNHA and KURA road construction projects which totals to 184. The study used stratified sampling technique to choose a sample of 126 from the study population. The researcher used questionnaire to collect primary data. The data obtained for this research was analyzed using the statistical package for social science. The study concludes that leadership skills has a significant effect on completion of road construction projects in Kenya National Highways Authority. In addition, the study concludes that leadership experience has a significant effect on completion of road construction projects in Kenya National Highways Authority. Further, the study concludes that leadership control has a significant effect on completion of road construction projects in Kenya National Highways Authority. The study also concludes that leadership style has a significant effect on completion of road construction projects in Kenya National Highways Authority. Based on the findings, the study recommends that the management of KeNHA should ensure regular training of the project managers to equip them with the necessary skills to enhance successful project completion. In addition, the management of KeNHA should adopt effective leadership practices to ensure road projects are completed on time and within the set budget. Keywords: Project Management, Leadership Skills, Kenya National Highways Authority

Project Management and Employer Toxic Leadership: Implications for Managing a Road Improvement Project in Nepal

This is a research paper that is focused on assessing the toxic leadership impacts of Project Management (Employer) on an 81Km road construction project in Nepal in terms of project performance. An interpretive methodology was utilised in order to help understand implicitly the management leadership’s impact on the project. The scope for this research was the on-site supervisory team. The targeted population of interest was made up of 13 engineers located at 2 on-site offices in the early construction phase of a road construction project. The research outcomes consisted of five (5) main themes with corresponding nineteen (19) sub-themes.The paper addresses raised issues of toxic leadership and determines outcomes and implications for the continuing project construction management. The paper also discloses that the Project Management of the Employer has been inadequate. Another specific outcome indicates that more effective leadership training focused on utilizing and embracing contemporary project leadership developments is essential to bring the project back into alignment with the planned Contractual construction schedules.The Employer road construction management appears to be very weak due to their low level of technical knowledge, toxic leadership style, orientation and strategies adopted for the Project Management. The Employer also appears to operate with a demonstrated lack of coherent leadership or oversight that has resulted from a Toxic Leader approach. The outcomes of the integrated analysis shows that this has negatively altered the project quality and delivery expectations. Significant changes have been recommended to address these raised toxic leadership issues.

PROJECT MANAGER'S LEADERSHIP STYLES AFFECTING CONSTRUCTION PRODUCTIVITY

Productivity in the construction industry is essential for business sustenance. Project Managers play a significant in achieving productivity in construction. Therefore this study examined the critical project manager's leadership style to influence construction productivity. The study adopted a quantitative research approach; thus, closed-ended questionnaires were distributed to construction professionals via the Survey Monkey platform. Data gathered were analyzed using descriptive statistics to identify frequencies and weighted scores. The findings indicate the main factors affecting construction productivity as incompetent supervising and management, poor leadership, lack of skilled and experienced labour, and poor project communication. Therefore project managers should exhibit supportive (ability to delegate and assign tasks to the employees), charismatic (ability to transform attitudes and beliefs in employees), transformational (ability to inspire others), and democratic (ability to include employees in decision making) leadership styles to influence construction productivity positively. There is an urgent need for project managers to be trained on the appropriate soft skills aspect of managing construction projects to effectively improve construction productivity, reduce project cost and time overruns, and sustain construction businesses.

Impact of the project manager's transformational leadership, influenced by mediation of self-leadership and moderation of empowerment, on project success

PurposeIn times of crisis and volatility, especially in the Covid-19 scenario, project organisations are facing multifaceted threats. Project organisations are inclining towards flatter organisational structures. Employees are demanding more decision-making authority due to the changing working scenario. Despite the advancement in project management, a hard skill side, project organisations are still struggling to achieve successful projects. The project manager's leadership, employee self-leadership and soft skills are presented as the solution to these aggravated problems. This article attempts to determine whether a transformational leadership style can influence project success, directly and indirectly through employee self-leadership.Design/methodology/approachThe author raises the hypothesis, supported by social cognitive theory, that transformational leadership impacts project success directly and indirectly through self-leadership. Data were collected from 289 project team members in the IT sector, and the proposed relationships were assessed through Partial least squares structural equation modelling PLS-SEM.FindingsResults show that a project manager's transformational leadership behaviour and employee self-leadership positively impact project success. Additionally, self-leadership mediates the relationship between transformational leadership and project success. Lastly, empowerment demonstrated significant moderation for self-leadership and project success, and for transformational leadership and project success.Research limitations/implicationsIn this study, one obvious methodological limitation is a cross-sectional design. Future research can be performed while adopting a longitudinal research design. Another conceptual limitation of the model is that the authors did not include all transformational leadership dimensions, which can be considered for future studies while replicating this research model. Another future front can be by examining other leadership styles. Another research limitation may be the single source data collection, a future study may be conducted by several sources for data collection to adequately test both of the leadership styles at different hierarchies and for project success.Originality/valueThe paper contributes to the literature by finding that, in crises, a project manager's transformational leadership style enhances project success. In practice, project managers are needed to adopt transformational behaviour and encourage employee self-leadership and empowerment.

PROJECT MANAGER'S LEADERSHIP STYLES AFFECTING CONSTRUCTION PRODUCTIVITY

Productivity in the construction industry is essential for business sustenance. Project Managers play a significant in achieving productivity in construction. Therefore this study examined the critical project manager's leadership style to influence construction productivity. The study adopted a quantitative research approach; thus, closed-ended questionnaires were distributed to construction professionals via the Survey Monkey platform. Data gathered were analyzed using descriptive statistics to identify frequencies and weighted scores. The findings indicate the main factors affecting construction productivity as incompetent supervising and management, poor leadership, lack of skilled and experienced labour, and poor project communication. Therefore project managers should exhibit supportive (ability to delegate and assign tasks to the employees), charismatic (ability to transform attitudes and beliefs in employees), transformational (ability to inspire others), and democratic (ability to include employees in decision making) leadership styles to influence construction productivity positively. There is an urgent need for project managers to be trained on the appropriate soft skills aspect of managing construction projects to effectively improve construction productivity, reduce project cost and time overruns, and sustain construction businesses.

Incorporating Competencies Related to Project Management into the Joint Taskforce Core Competency Framework for Clinical Research Professionals.

In 2014, the Joint Task Force for Clinical Trial Competency (JTF) published its Core Competency Framework. The Framework has been utilized internationally by academic institutions, corporate entities, professional associations, educational and training programs, and regulatory agencies and integrated into their activities. The JTF has continually updated and expanded the scope of the Framework to reflect changes in the scientific understanding and methodology utilized in conducting clinical research. In 2019, representatives from the Drug Information Association Professional Development and Project Management Leadership Communities approached the JTF reflecting the importance of clinical project managers and the project management skill set to the clinical research enterprise. In response, the JTF created a Project Management Competency Task Force to define and document these core competencies with recommendations for their inclusion as a revision to the Framework 3.0. Two new specific competencies with related examples were incorporated into Revision 3.1 and expressed at the Basic, Skilled and Advanced levels. In addition, the wording of several existing competencies was modified, and related examples added to reflect the knowledge, skills, and attitudes of clinical project managers.

Project management performance of construction projects in Jordan: a comparative study of ISO 9001-certified and non-certified companies

PurposeThis paper aims to investigate the differences between the certified and non-certified ISO 9001 construction companies in terms of construction projects' performance in Jordan.Design/methodology/approachQuestionnaires were distributed to certified and non-certified construction organizations. These entities consist of contractor's consultants and owner representative organizations. In total, 86 valid responses were returned. Data were analyzed using Statistical Package for the Social Sciences (SPSS) using descriptive statistic tests, namely, multivariate analysis of variance (MANOVA) and analysis of variance (ANOVA).FindingsThe results clearly showed the positive effects of ISO 9001 certification on construction projects' performance in project management performance and project success. ISO-certified organizations have higher mean score in project management leadership, staff, policies, project life cycle and key performance indicators (KPIs) but not in partnership. Moreover, an ISO-certified organization shows higher project success.Originality/valueDue to the dearth of research conducted in this area, this research highlights the management procedures, which impact the leading entities' performance in the construction field within Jordan.

Влияние типа лидерства руководителя проекта на степень удовлетворенности команды в ИТ-сфере в государственном и частном секторах

The article is devoted to the problem of the project manager's leadership type influence on teams’ satisfaction in the IT sector in the public and private sectors. The study conducted a literature analysis; survey of employees of public and private companies, which were project teams members and were engaged in the IT field. Using statistical methods, a model of project managers’ leadership type influence on the level team satisfaction of the team was built and recommendations on increasing the level of employees’ satisfaction were given.

Complexity, leadership, and megaproject performance: A configuration analysis

Purpose: Rapid worldwide growth in megaprojects has attracted academic interest. In practice, complexity is one of the main causes for the failure of megaprojects. This study proposes a system of project manager leadership to overcome problems of complexity in achieving success with a megaproject.Design/methodology/approach: This study uses configuration analysis, fuzzy-set qualitative comparative analysis (fsQCA), to investigate the combination of complexity and leadership competencies that promote megaproject success. This study analyzes three megaproject manager leadership competencies—technical, emotional–social and adaptive—with three megaproject complexities—structural, social and emergent—to determine the combinations and levels required to ensure a megaproject’s short- and long-term success. Seven Indonesian infrastructure megaprojects were involved in this explorative study.Findings: This study has identified four combinations between complexity and leadership competencies and three necessary conditions that can lead to a successful megaproject. This study also reports that insufficient project manager leadership competence in the technical, emotional-social, and adaptive aspects can lead to lower megaproject performance.Research limitations/implications: By using fsQCA, this study is sufficient to understand the combination of complexity and leadership competencies in the megaproject performance. However, configuration comparative analysis using small samples is unable to explain results that are more rigorous when compared with the statistical approach. Having higher cases and additional analytical approaches that can lead to a more robust quantitative analysis method is strongly needed to address these limitations.Practical implications: For practitioners, this study proposes effective leadership competency combinations for managing various complexities of the megaproject.Originality/value: This study provides an insight into the competencies of megaproject management leadership. This study contributes to the literature by providing fresh perspectives on megaproject management, especially in terms of complexity and leadership. This is an important research area for the development of megaproject management theory as it fills theoretical gaps in megaproject management in terms of the leadership aspect.

Effect of Project Manager’s Competence on Implementation of Mobile Banking Projects in Commercial Banks in Kenya

The aim of the study was to determine the effect of project manager’s competence on implementation of mobile banking projects in commercial banks in Kenya. The study adopted a descriptive research design. The target population was mobile banking projects from six Tire one commercial banks in Nairobi County. The unit of observation comprised of 244 project officers. Stratified random sampling method was used to select 149 respondents. Primary data was obtained using semi- structured questionnaires. In analyzing qualitative data, thematic analysis was applied. Quantitative data was analyzed using descriptive statistics and inferential statistics. The findings indicated that project manager competence and implementation of mobile banking project in commercial banks are directly and significantly associated (r=0.737, p=0.000). Therefore, it can be concluded that project manager competence is important when implementing mobile banking projects. The project manager should possess effective project management skills, leadership skills, technical skills and analytical skills to be able to effectively deliver mobile banking projects. The experience of the project manager is also critical in ensuring successful implementation of mobile banking projects. Consequently, the research concluded that project manager competence has a positive and significant contribution to project implementation in the context of mobile banking projects by commercial banks in Nairobi County, Kenya.

Total quality management (TQM) implementation in the Nigerian construction industry

PurposeLack of strict compliance to the principles of total quality management (TQM) by construction organizations has brought about poor quality of the finished building projects. This has been blamed for the incessant structural failure reported in Nigeria. This study appraised TQM implementation in the Nigerian construction industry, with a view to mitigating structural failure rate of construction projects. To achieve this aim, the study aims to assess the practice level of TQM and the factors hindering TQM implementation on construction projects.Design/methodology/approachThe study utilized a well-structured questionnaire and convenient sampling method in the gathering and sampling of data among construction professionals in Imo state, Nigeria. Data analyses were done using, frequency, percentage, mean analytics and Pareto analysis.FindingsThe study revealed that major practice of TQM principles with respect to structural failure rate are purchasing: ensuring the procurement of materials of the specified quality standard, ensuring the use of a quality improvement construction process of the organization, site management responsibility: this entails ensuring quality supervision by the project management leadership and monitoring and control of quality during the construction to guarantee firm observance quality standards. Also, the major factors hindering TQM implementation on construction projects are: inadequacy of the necessary machineries, equipment, tools and facilities for the effective execution of work on construction site; breakdown in communication and information exchange between the management and supervisory teams on site; poor attitudes and strategies toward maintenance of equipment, tools and machines; and absence of prompt salary and incentive payment. It was recommended that construction firms must require the suppliers of construction materials to strictly comply with quality specification evidence in quality certification of delivered materials to mitigate structural failure.Research limitations/implicationsThis study appraised TQM implementation in the construction industry of Nigeria, with emphasis on Imo state. The study underscores the practice level of TQM and the key factors hindering TQM implementation on construction projects. Following the localized geographical limitation of the study area, a similar research in other part/states of Nigeria or even in other developing countries of African is necessary.Practical implicationsThe practices level of TQM and the factors hindering TQM implementation were identified. This will be useful in guiding construction firms, other industry's key stakeholders and regulatory agencies in bringing about a sustainable quality management system for improve profit and value maximization and avoiding incessant structural failure.Originality/valueThis is one of the few studies that have assessed the practice level of TQM and the factors hindering TQM implementation on construction projects in Nigeria. This study took place in Imo state with records of periodic structural failure and building collapse.

Формирование универсальных компетенций студентов магистрантов педагогических направлений

The aim of the research was to develop and implement a teachers training master degree program with active integration of soft skills at all the stages to form students’ system and critical thinking, project management skills, teamwork and leadership, communication and cross-cultural interaction skills. To solve these problems, the program included specialized practice-orientated courses based on the principles of pedagogical ergonomics and the latest technologies (ball-rating system, workshop, case study, “agile” principle, pedagogical situations’ modeling and others). The research resulted is a unique, effective and validated program and a set of training materials to develop universal competencies of master degree students.

Transformational leadership and success of international development projects (ID projects): moderating role of the project team size

PurposeThe aim of this study is to evaluate to what extent the project team size influence the relation between transformational leadership and success of international development projects (IDPs). The paper draws on leader-member-exchange (LMX) theory and contextualizes transformational leadership style to temporary project environment particularly that of an official development assistance project in an African context.Design/methodology/approachThe research is based on the processing of a primary database collected by questionnaire from 111 coordinators of IDPs in Benin. The structural equation method based on the PLS approach was used to test our hypotheses.FindingsFirst, the preliminary results reveal that, in the context of IDP, projects managers are much more sensitive to the “management” and “visibility” dimensions than to the “impact” dimension of project success. Then, following the hypothesis test, the results show that transformational leadership has a direct positive influence on the success of IDP. Project team size does not play a moderating role in the relationship between transformational leadership and project success. Also, considering the effect of the specific dimensions of transformational leadership on IDP success, only the “idealized influence” dimension influences directly and positively on the latter.Originality/valueResearch calls for examining the role of team size vis-à-vis transformational leadership style and project success and calls in general for studying project manager's leadership styles. This study contributes to literature by answering such calls. In addition, the originality of this study lies in the evaluation of the influence of the specific dimensions because the exclusive use of leadership forms provides an imperfect and oversimplified picture of reality.

Implementing a Centralized Surveillance and Validation Program for Infection Prevention

Background: Mandatory reporting of all healthcare-associated infections (HAIs) leads to substantial surveillance volume for infection prevention and control (IPC) programs. Prior to 2019, 6 infection preventionists were performing system-wide surveillance for all infection types using NHSN definitions at a large quaternary-care center in Pennsylvania. Limited surveillance validation was performed. With the continued expansion of the health system, increased demands for IPC expertise, and a growing team, the need for streamlined surveillance, and a validation program were identified. Methods: A surveillance training program for novice team members was developed and implemented. Infection prevention associates (IPAs), whose primary role was data management, began training. The new program included NHSN training videos, direct observation of surveillance with infection preventionists and practice case studies. Following training, IPAs performed surveillance for experienced infection preventionists covering high-risk inpatient units. To ensure high reliability, surveillance validation was initiated. Each month, ~10% of investigated infections were randomly pulled from the electronic surveillance system and divided among experienced infection preventionists. These validators performed unbiased reviews of the charts based on limited data, including patient demographics and culture results. Validation documentation included noting whether an infection was reportable to NHSN and a rationale. Data on whether or not each patient had a complex medical history and time spent validating each case were collected. Compliance of validator documentation aligning with original documentation was tracked. Discrepancies were discussed as a team and were adjudicated as needed. IPAs tracked hours spent on surveillance to capture effort transitioned from infection preventionists. Results: Between March and July 2019, an average of 223 (range, 178–261) potential infections were reviewed per month. From March through June 2019, 61 infections were selected for validation, with 98% compliance with original documentation. One minor discrepancy was attributed to interpretation of documentation in the medical record. Medical complexity accounted for 78% of reviews and validation time spent averaged 12 minutes per infection (range, 3–28 minutes). Self-reported effort directed from infection preventionists to 2 IPAs for surveillance was ~20 hours per week. An additional IPA was hired to perform surveillance in addition to other job responsibilities. Conclusions: Centralized surveillance programs can promote high reliability and cost-efficient IPC staffing for large healthcare systems, especially those with mandatory reporting requirements or medically complex patient populations. Improving surveillance skills among associate staff can increase experienced infection preventionist bandwidth for project management, staff supervision, and other leadership responsibilities. Lastly, validation programs are crucial to ensuring quality assurance of data reporting to both internal and external stakeholders.Funding: NoneDisclosures: None

Bundle interventions including nontechnical skills for surgeons can reduce operative time and improve patient safety.

ObjectiveThis study aimed to determine if introducing nontechnical skills to surgical trainees during surgical education can reduce the operation time and contribute to patient safety.DesignQuality improvement initiatives using the KAIZEN as a problem-solving method.SettingDepartment of surgery in a referral and educational hospital.ParticipantsSurgical team and quality management team.InterventionThe KAIZEN was used as a problem-solving method between 2015 and 2018 to reduce the operation time. First, baseline measurement was performed to understand the current situations in our department. To achieve continuous improvement, periodical feedback of the current status was obtained from all staff. Bundles, including nontechnical skills, were established. Briefing and debriefing were performed by the surgical team.Main Outcome MeasuresExcessively long operation rates with a standard procedure.ResultsWe included 1573 operations in this initiative. Excessively long operation rates were reduced in all types of surgeries, from 27.1% to 15.2% for herniorrhaphy (P = 0.005), 58.3–40.0% for gastrectomy (P = 0.03), 50.0–4.1% for total gastrectomy (P = 0.12), 65.6–45.0% for colectomy (P = 0.004), 67.8–43.2% for high anterior resection (P = 0.02) and 69.6–47.9% for low anterior resection (P = 0.03). The adherence to briefing and debriefing were improved, and majority of the surgeons favored the bundle elements.ConclusionsThe KAIZEN initiative was effective in clinical healthcare settings. In the event of scaling-up this initiative, the educational program for physicians should include project management strategies and leadership skills.

Current trends analysis and prioritization of success factors: a systematic literature review of ICT projects

PurposeThe purpose of this study is to investigate the current literature that has explored project success in the information and communication technology (ICT) sector.Design/methodology/approachThe literature search was carried out for related articles in three databases: the Web of Science, Scopus and Ebscohost. Using a systematic literature review (SLR) methodology, 75 related articles were sorted out. Furthermore, the methods of frequency and content analysis were used to identify, categorize and arrange critical success factors (CSF) of ICT projects based on their importance, interrelation and cultural regions.FindingsThe findings in this study revealed that interest in researching success in ICT projects has increased significantly during the last five years. Through reviewing the selected articles, 25 CSF were identified. User participation, stakeholder relationship, project manager emotional intelligence, communication skills, and leadership skills, and top management support in the project emerged as the most important factors for ICT projects. Furthermore, we found that each regional group gives different level of importance to different CSF.Practical implicationsThis study gives the opportunity to practitioners to control the highest value CSF to increase the success rate of ICT projects carried out in different cultural regions.Originality/valueAs the first study of its type, CSF were divided for different cultural regional groups. This paper further explained that certain CSF have different levels of importance in different culture regions. This study suggests that regional culture needs consideration during the evaluation of CSF.

Systematic literature review of project manager's leadership competencies

PurposeOver the last few decades, a large number of research studies have been carried out on project manager's leadership competencies. However, systematic literature reviews are still scarce in the project management literature. Therefore, the purpose of this article is to conduct a systematic literature review on project manager's leadership competencies based on published empirical research studies.Design/methodology/approachThe authors employed a systematic literature review (SLR) methodology to synthesize research in a rigorous manner and a total of 1,780 articles were identified in the first step and a final sample of 60 research studies were synthesized.FindingsSynthesis of the findings in this SLR on project manager's leadership competencies revealed: (a) there is a lack of categorization or ranking of leadership competencies; (b) 20 research studies (46%) were conducted with sample sizes of less than 100; (c) only a few research studies (<10%) used interview data for analysis; and (d) none of the research studies reported adoption of a triangulation method.Research limitations/implicationsThis study synthesized clusters of leadership competencies and prioritized project manager's leadership competencies as “high priority”, “moderate priority” and “low priority”. We recommend a sample size between 200 and 300 to produce sophisticated results and enhance the credibility, generalizability and validity of clusters and priorities of project manager's leadership competencies through future research.Originality/valueFuture research studies are suggested to consider systematic literature review combined with face-to-face and group interview in addition to employing triangulation methods. Besides highlighting implications for practitioners, this SLR has advanced the understanding of how to conduct systematic literature reviews in a robust manner.

Contractor project manager leadership style based on path goal theory to support construction sustainability

Sustainability in construction projects has become an essential issue To implement sustainability in the construction project, trained personnel are needed. However, the temporary projects and the turnover of the project team members remained obstructions in performing these principles. Leadership is a competency that must be possessed by the contractor project manager in leading the project and making sure the construction project sustainability constructing subordinate engagement and organizational learning. Various studies on leadership styles that are suitable to be applied in the construction industry have been carried out in various countries, but in Indonesia, it has not been a concern. This study describes the leadership styles of the project manager uses Path-Goal leadership theory. From the research carried out on projects in Jakarta and Bandung, it was found that project managers in construction projects tend to lead by using achievement oriented style. Short construction project completion times and penalties if the project finish late, both are making PM oriented towards achievement, giving targets to the project team and expecting the best performance from the project team. However, project managers lack trust in subordinates to take decisions (participative). It affected the subordinate engagement at work that needed in supporting construction sustainability.