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Personality characteristics in building management

Project managers are of central importance to any engineering job, but as well as handling the techniques and the folks of the projects, task managers also need to demonstrate qualities of control throughout the word of the project. This authority role should mirror project professionals' effectiveness by how they plan, monitor and control the processes of the project; however, project professionals' talents to lead will also depend on other factors with the building project, like the budget, timescale, resources available, the culture and environment of the organisation, the grade of the team members and the tasks necessary to complete the project, as well job managers' own capabilities. Moreover, the final outcome of many experts into management and leadership was that some leaders were more effective as that they had contributing personality traits that led to their success.

Therefore, a construction project's success will be affected by many aspects, but the one that is central to the success is whether the project manager is competent and able to accomplish that. However, there are many elements of job managers' activities and participation that will affect the outcome of project, such as their competency or relevant skills to understand the complexity of construction procedures, how their personal qualities may help to cope with conflict issues or even to stimulate the team to execute at higher levels and achieve top quality, as well as how they respond when leading the team, workforce and stakeholders to complete the job efficiently (Frigenti and Comninos, 2002). Therefore, for project managers to be successful they need to use personality attributes that are appropriate to respond to situations as they arise in assignments.

This project will examine job managers' personality characteristics and their interpersonal skills by defining the attributes of management and then evaluating how personality features can support the obstacles of management. The assignment will discuss the personality attributes that are important for project professionals, and then conclude by analysing the problems that often take place in projects that contain to be handled by project managers.


Effective leaders are inspirational and therefore gain support and self-confidence of their team, who will then discuss the leader's determination to the job and develop self-confidence to handle their tasks competently. Therefore, obtaining tactical goals will be based upon a leader who can impact others to work together in a joint purpose, and the success of the team, labor force and the project will rely on the innovator being effective. However, there will vary ways of analysing what identifies a leader, and why some leaders seem to be far better than other leaders, and this task will study the leadership functions of project professionals (Fryer et al. , 2004).

Therefore, management may be categorised in to the next areas: (Fryer et al. , 2004)

The situation or arranging,

The behavior or style of the first choice, and

The personal qualities of the leader.

The personal attributes of leaders would be the focus for this assignment.

Figure (1) Areas influencing leadership

Defining personality traits

Personality may be referred to as an individual's internal characteristics, and exactly how these are distinctively combined and shown will specify personality qualities (Craik et al. , 1993), and may also be referred to as an individual's characteristics that are defined by social, psychological, mental and physical influencing factors.

Personality traits of task managers

Project managers are all different, but their management and control characteristics will determine whether jobs succeed or fail depending on characteristics that are good or bad. Therefore, if the project administrator lacks characteristics or positive personality traits in their work, the job is likely to fail, regardless of the sort of development or its environmental location (Khurana and Nohria, 2010).

In distinction, when project professionals use their personality traits to support their management and management activities, these will have an impact on all stakeholders in the project, including the customer, project team, employees, consultants, sub-contractors and suppliers who work meticulously with the task supervisor. Therefore, to analyse why some task managers are more successful than others in using their personality traits to aid their work, this project will now verify a variety of personality characteristics and how they might be adopted by task managers.

4. 1 Adaptability

Project managers have to be able to react to situations that change frequently when you are alert to the probability of their occurrence, so quick replies can be made for substitutes, substitutions and shortages with clear action used. Project managers need to be adaptable in order to offer with any situation occurring by knowing what, when as well as how to take a variety of actions, and effective job managers deal confidently when requests are missing, health insurance and safety issues happen or when staff are unwell. Therefore, project professionals need to show adaptability in their management methods, so that if insufficient workers are available to complete a particular task, the task schedules of other workers will need to be changed to prioritise the immediate tasks, which should beat any potential delays that could occur when insufficient workers are available (Cartlidge and Duncan, 2006).

4. 2 Approachability

All stakeholders, and specifically team members, personnel, sub-contractors, consultants and your client need to feel safe in approaching project managers when they may have questions or are uncertain how to defeat problems or hurdles that arise. However, job managers need to demonstrate that they are approachable, as concerns and issues can be dealt with effectively and rapidly if they are aware of these, but if team members and other stakeholders lack self-assurance in approaching job managers, problems may escalate, as others might not exactly have the specialist, knowledge or experience to cope with unexpected occurrences (Cartlide and Duncan, 2006).

4. 3 Ambitious desires

Project professionals have achieved their position through requirements, training, knowledge and experience, and are likely to have managed a desire of ambition. Furthermore, ambitious task managers will seek high attainment or electricity that comes through control, as desire is achieved through ambition (Chartered Institute of Building, 2010).

4. 4 Staying calm

Project managers that are successful will be those who are able to remain calm all the time, as bad vocabulary or outbursts of temper are negative influences in the work environment and will probably lead to conflict situations or delays to the work performance (Khurana and Nohria, 2010).

4. 5 Competence

To show effective leadership, job professionals need to represent competence, as others will seek inspiration and support, and you will be more confident by doing this if they feel project professionals are skilled. Although competence is dependant on knowledge and experience, project managers also have to show that they are qualified through self-assurance, effective communication and authority qualities that transmit this trait (Lester, 2007).

Personal Qualities





This characteristic of competence for job professionals is also important in that they set up a working environment that is positive and presents task to the team and staff, and as many folks need to work to earn sufficient money to have, work romantic relationships that are nice will lead to raised performance levels (Lester, 2007).

Figure (2) Factors influencing competence

4. 6 Confidence

Whilst there are numerous traits that are essential for project managers to demonstrate and adopt for different scenarios, showing confidence when coming up with decisions, leading meetings, managing issues and across all roles and responsibilities of this job is vital. Project professionals that lack a positive style of control are unlikely to keep up control of the project's scope, the client's requirements and the labor force, which might lead to the project failing, or task managers sacrificing their careers by demonstrating weakness. All stakeholders need to discover that project professionals are self-confident in the assignments and tasks, as they play a crucial part of any project's successful completion. Therefore, confident task managers will take unpopular decisions when they are right, be assertive when challenged by team members or the client, and take all steps essential to ensure the job is completed efficiently (Cartlidge, 2002; Miner, 2005).

4. 7 Empathy for others

Project professionals often need to judge what personality trait should be followed for particular situations, so that being ready to listen to others and to understand the thoughts of others shows empathy as a confident characteristic. This important but intricate trait means that job managers need to show greater awareness for the hobbies and prices of others, which may help to understand why conflict has arisen or work performance has been insufficiently good. In addition, trust at the office is made on demonstrating empathy, which will lead to better work shows from employees and team members (Khurana and Nohria, 2010).

4. 8 Communication

Construction projects involve a variety of stakeholders and their successful completion will rely upon accessing and sending information that is up-to-date on a regular basis, and the centre for information storage space would be the construction manager. Therefore, how and when information is communicated, as well as its precision, will rely upon the communication skills of project managers, and this may compiled by email or letter, or verbally in chatting directly to individuals and teams (Miner, 2005).

4. 9 Fairness

Professionalism and open-mindedness are leadership qualities that will contribute to project professionals demonstrating fairness when taking care of conflict situations. Furthermore, project managers specialist is recognised by fair replies to grievance or issues (Gobillot, 2008).

When project professionals are demonstrating their fairness personality trait, they need to balance the positive and negative elements of conditions that occur to gain control of the situation and maintain admiration for their expert to cope with these. Fairness may also need the trait of adaptability to be utilized (Khurana and Nohria, 2010).

4. 10 Responding positively

Avoiding problems or managing them effectively, requires project managers to anticipate possible problems and react to these positively, so that potential delays for the task through low quality or insufficient materials being provided by suppliers may be triumph over by using another more reliable company (Miner, 2005).

4. 11 Honest conduct

Project managers have to be honest because they are in a accountable position and this will be an expectation from your client, job team, suppliers and employees, and any degree of dishonesty will probably lead to lack of trust in the task team. This also contains avoiding inserting blame on others for problems by project managers, which weakens the morale of the labor force (Miner, 2005).

4. 12 Desire

When project professionals are successful, they will tend to be good motivators for the project team and workforce to aim for top quality and better performance standards, through making a positive work place. This creates benefits for the labor force as well as the client, as staff who are motivated for the project will show better dedication and energy to complete this successfully (Trauner, 1993; Miner, 2005). Project managers can motivate employees by recognising any problems they might be facing, particularly those who find themselves newly hired, and giving mentoring support, staff can get over any issues and become determined to work better in the job team.

4. 13 Negotiation

Any changes to the opportunity of a task will probably lead to conflict situations and recalculating the price estimates and extra work required will require effective negotiation skills with the stakeholders, specially the project team and individuals, and your client, who may be hesitant to pay more for stretching the project's range (Griffith and Watson, 2003).

Negotiating issues relating to requests for changes to the project's opportunity are very challenging for job professionals, not only in determining how this might be achieved, but also in persuading others that the changes can be achieved. Often phased execution is implemented by project managers when negotiating changes to scope, which allow different timescales for components of the project, which may balance savings overall for the task and meet the client's requirements (Trauner, 1993).

4. 14 Multi-tasking

Although project professionals should concentrate on important tasks that require to be achieved, the nature of the work means that many tasks have to be dealt with together; therefore, a authority style that can handle multi-tasking is important, as all responsibilities will be important for the job overall. Also, this characteristic if used effectively should differentiate between tasks, so that they may be prioritised or delegated (Griffith and Watson, 2003).

4. 15 Natural expectations

Project professionals are regularly required to make decisions that are accurate and well-timed, as well as being sensitive of the effect on others, including identifying whether the task team will support or object to decisions. Therefore, project managers need to have expectations that are practical of the final results of their activities, but to take decisions that are not popular, when they are to accomplish that (Griffith and Watson, 2003).

4. 16 Having an available mind

Negative attitudes considered by project managers will result in a command style that becomes sealed to the ideas and ideas of others. Therefore, having an available head shows others that their views are valued, and rather than incorrectly demonstrating job managers insufficient decisiveness, this personality trait encourages others to create new solutions to problems, increases discourse, extends the number of creative ideas proposed and usually leads to the best possible decisions being made (Trauner, 1993).

4. 17 Respecting others

The work place of construction jobs will expose feelings of bias and discrimination as workers will probably reflect multi-cultural, multi-racial and multi-language backgrounds, and project managers need to show and promote the necessity to respect others, particularly those that are very different in some way. This important personality characteristic is specially important in the task environment to lessen discord and discrimination that could lead to slowing the degrees of performance, delays or even job failing, by allowing discrimination to escalate to industrial action or legal action for discriminatory activities (Miner, 2005).

4. 18 Getting a clear vision

A clear perspective of the tactical goals for a construction project is needed by project professionals, and they also have to use their personality qualities to encourage and influence others to share in this eyesight. This shared vision in the project's goals is important in empowering others recognise the benefits which will be attained by the project, and also to treat changes to work techniques as an important contribution to obtaining visionary goals (Trauner, 1993). Project professionals that sustain a definite vision will never be deterred by hurdles and problems that arise during the construction, when mistakes can often occur, so that if miscalculations create turmoil with designers regarding over-calculations of resources, by agreeing to the modified lower computations of others, budget savings are possible. However, if the original calculations were accurate, additional resources can be ordered later, but the advice of others have been respected and the eye-sight of the goals remained more important than the information of the quantities (Trauner, 1993).

4. 19 Being area of the team

Project managers that work strongly with the project team, staff and your client are likely to gain value from these stakeholders, as well as providing greater awareness of work practices, so that problems can be managed and managed more quickly. Furthermore, workers will perform at their maximum levels when working carefully with the project manager, particularly if involved with activities on a regular basis, which brings about a faster tempo of work and better output (Gobillot, 2008).

These personality traits have been analysed because of their value in contributing to making some project managers more lucrative than others. Although, for a few project managers, a few of these traits may have been used intuitively, plus some project managers may consider using personality qualities in their work activities as difficult. However, this section has attempted to demonstrate the value that each of these may offer for different work scenarios, and each can be discovered or developed further through additional training opportunities (Gobillot, 2008). Defining the features of an effective project supervisor is difficult, and there is not overall common arrangement on the features needed, however they need to achieve respect from staff, mentor and support personnel that have weaknesses, demonstrate passion, capabilities and positivity, as well as getting a clear perspective (Fellows, 2002).

Qualities of job managers

To summarise the attributes that project professionals should demonstrate if they're to reach your goals would include the next elements: (Khurana and Nohria, 2010)

Positive behaviour,

Motivating others to improve performance,

Delegating tasks,

Controlling recruitment and dismissals,

Improving skills through training,

Managing time effectively, and

Identifying and resolving problems.

Skills of job managers

To summarise the skills that project professionals should demonstrate if they are to be successful would are the subsequent elements: (Fryer et al. , 2004)

Making decisions and pondering creatively,

Ensure leadership is based on a structured approach,

Use skills of open-mindedness, adaptability and flexibility regularly,

Listen carefully to all stakeholders whatsoever levels,

Prioritising the order of important duties,

Respecting the prices of other civilizations within the workforce by learning to understand their views and capabilities, and

Use interpersonal skills to effect and stimulate others, and particularly to resolve turmoil.


This assignment has focused about how personality traits can be utilized and produced by project managers to attain better success in their jobs and obligations, as researchers have recognized that some task managers are more lucrative than others, which is mainly determined by their features of command. This assignment analyzed the concept of leadership and exactly how personality features might be utilized in the workplace. The findings out of this assignment have shown that for project managers to be successful and effective, they'll need leadership qualities that demonstrate they are really adaptable and approachable, but can keep your cool when surprising problems or dangers occur. Project managers are also much more likely to work if they sustain a personal ambitious drive to enhance their career, which will be more likely if indeed they also show that they are assured in their activities and decisions, and reflect competency in their job. The main traits for project professionals are to communicate, motivate, inspire and have a clear perspective.

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