Effects of construction project managers’ goal orientation on project performance

Abstract

Project managers are key drivers of the performance of construction projects, and their goal orientation has a significant yet underexplored influence on this performance. We addressed this knowledge gap by developing a model to illuminate how leader goal orientation can affect construction project performance via the mediator of knowledge sharing. We used a survey to gather information from construction professionals across 226 projects in the Chinese construction industry. The results reveal that when project managers had a demonstration-of- ability orientation, this was both directly and indirectly associated with higher project performance. In addition, an employee development orientation could promote knowledge sharing without adversely affecting project performance. We offer new insight into how project managers can better lead team members toward desired project outcomes.