Abstract
The importance of evaluating behaviors as an underpinning component of the project management body of knowledge is widely recognized. This paper reports on research that evaluated the behaviors of two functionally disparate sets of project managers operating within the construction industry. The first comprised those with overall responsibility for the on-site production function (the management contractor), while the second comprised client project managers overseeing project activities on behalf of the procuring organization (client's project managers). The behavioral competencies of both groups were evaluated using the established McBer methodology (cf. Spencer & Spencer, 1993), in which managerial characteristics are measured using behavioral event interviews. A total of 40 superior performing project managers were behaviorally profiled. The findings reveal 11 behaviors that are generic in nature and underpin effectiveness in the project management role, with one additional competency apparently determined by the particular job role context of the project manager. Comparisons are also drawn with the generic management competency profile, which suggests the existence of a range of behaviors specific to the project management discipline. The identification of both generic and job-specific competencies for the project management role has potentially far-reaching implications for the way in which project managers are developed in the future.