Managerial Competencies of Female and Male Construction Managers
Publication: Journal of Construction Engineering and Management
Volume 135, Issue 11
Abstract
Women hold relatively few project management positions in the construction industry. Most studies conclude that women’s exclusion from the industry is mostly due to the industry’s male-dominated culture, but no study ever attempted to find out whether women are excluded from project management positions in construction because they are deficient in managerial competencies. This study evaluates the managerial competencies of female project managers by administering a competency assessment test and comparing the results with the managerial competencies of male project managers. The management development questionnaire was used, where competency is defined by subjective comparison. All respondents occupied project management positions and were assessed in 20 different competencies. The study concluded that female project managers do not differ much from male project managers in terms of their managerial behaviors but perform better in “sensitivity,” “costumer focus,” and “authority and presence.”
Get full access to this article
View all available purchase options and get full access to this article.
Acknowledgments
The writers acknowledge the contribution of HRD Press Inc., the developers and owners of MDQ, to this study in terms of financial support, encouragement and cooperation. In particular, thanks are due to Mr. Randy Phillips of HRD Press.
References
Arslan, G., and Kivrak, S. (2004). “The lower employment of women in Turkish construction sector.” Build. Environ., 39(11), 1379–1387.
Boyatzis, R. E. (1982). The competent manager: A model for effective performance, Wiley, New York.
Byrne, J., Clarke, L., and Meer, M. V. D. (2005). “Gender and ethnic minority exclusion from skilled occupations in construction: A Western European comparison.” Constr. Manage. Econom., 23(10), 1025–1034.
Cameron, A. P. and The Test Agency. (1997). Management development questionnaire handbook, HRD Press, Inc., Amherst, Mass.
Commission on the Advancement of Women and Minorities in Science, Engineering, and Technology Development. (2001). “Land of plenty: Diversity as America’s competitive edge in science, engineering, and technology.” Leadership Manage. Eng., 1(4), 27–30.
Dainty, A. R. J., Bagilhole, B. M., Ansari, K. H., and Jackson, J. (2002). “Diversification of the U.K. construction industry: A framework for change.” Leadership Manage. Eng., 2(4), 16–18.
Dainty, A. R. J., and Lingard, H. (2006). “Indirect discrimination in construction organizations and impact on women’s careers.” J. Manage. Eng., 22(3), 108–118.
Dainty, A. R. J., Neale, R. H., and Bagilhole, B. M. (2000). “Comparison of men’s and women’s careers in U.K. construction industry.” J. Profl. Issues Eng. Educ. Pract., 126(3), 110–115.
Fielden, S. L., Davidson, M. J., Gale, A., and Davey, C. L. (2001). “Women, equality and construction.” J. Manage. Dev., 20(4), 293–304.
Gale, A. W. (1994). “Women in non-traditional occupations: The construction industry.” Women Manage. Rev., 9(2), 3–14.
Galloway, P. D. (2004). “Innovation-engineering a better engineer for today’s workforce.” Leadership Manage. Eng., 4(4), 127–132.
Giritli, H., and Topcu-Oraz, G.(2004). “Leadership styles: Some evidence from Turkish construction industry.” Constr. Manage. Econom., 22(3), 253–262.
Johnson, J. E. V., and Powell, P. L. (1994). “Decision making, risk and gender: Are managers different?” Brit. J. Manage., 5, 123–138.
Kehinde, J. O., and Okoli, O. G. (2004). “Professional women and career impediments in the construction industry in Nigeria.” J. Profl. Issues Eng. Educ. Pract., 130(2), 115–119.
Khazanet, V. L. (1996). “Women in civil engineering and science: It is time for recognition and promotion.” J. Profl. Issues Eng. Educ. Pract., 122(2), 65–68.
Lawless, A. (2001). “The inherent personality of women as an asset to the engineering workplace.” Leadership Manage. Eng., 1(4), 36–40.
Lingard, H. (2007). “Negative interference between Australian construction professionals’ work and family roles.” Eng., Constr. Archit. Manage., 14(1), 79–93.
Loosemore, M., and Waters, T. (2004). “Gender differences in occupational stress among professionals in the construction industry.” J. Manage. Eng., 20(3), 126–132.
McClelland, D. C. (1973). “Testing for Competence rather than for ‘intelligence’.” Am. Psychol., 28(1), 1–14.
National Academy of Sciences. (1994). “Women Engineers: Why so few?” J. Manage. Eng., 10(5), 20–23.
Penley, L. E., Alexander, E. R., Jernigan, I. E., and Henwood, C. I. (1991). “Communication abilities of managers: The relationship to performance.” J. Manage., 17(1), 57–76.
Powell, G. N. (1990). “One more time: Do female and male managers differ?” Acad. Manage. Exec., 4(3), 68–75.
Schroder, H. (1989). Managerial competence: The key to excellence, Kendall-Hunt, Dubuque, Iowa.
Scott, W., and Boles, W. (1996). “Emerging high-tech areas of civil engineering attract women.” J. Profl. Issues Eng. Educ. Pract., 122(1), 42–43.
Toohey, R. P., and Whittaker, J. (1993). “Engineering women: A view from the workplace.” J. Manage. Eng., 9(1), 27–37.
U.S. Department of Labor. (2007). “Women in the labor force.” Rep. No. 1002, U.S. Bureau of Labor Statistics, ⟨http://www.bls.gov/cps/wlf-databook2007.htm⟩ (Nov. 4, 2008).
Yates, J. K. (2001). “Retention of nontraditional engineering and construction professionals.” J. Manage. Eng., 17(1), 41–48.
Information & Authors
Information
Published In
Journal of Construction Engineering and Management
Volume 135 • Issue 11 • November 2009
Pages: 1275 - 1278
Copyright
© 2009 ASCE.
History
Received: Nov 4, 2008
Accepted: May 26, 2009
Published online: May 29, 2009
Published in print: Nov 2009
Authors
Metrics & Citations
Metrics
Citations
Download citation
If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. Simply select your manager software from the list below and click Download.