Exploring the linkages between project managers’ mindset behaviour and project leadership style in the Ghanaian construction industry

Purpose: Leadership encapsulates a process of influencing others to understand what needs to be done and how it can be done. The related area of mindset behaviour which moderates leadership styles adopted in various industries has hitherto received scant academic attention in a construction context. This paper thus explores the linkages between project manager’s mindset behaviour and project leadership style in the construction industry. Design/Methodology/Approach: Literature reviewed provides the basis for a questionnaire data collection instrument developed to gather primary data from construction professionals in the Ghanaian Construction Industry (GCI). A quantitative research strategy is then adopted using the Relative Importance Index (RII) to determine the level of significance of the leadership and mindset archetypes. A Pearson’s correlation test was run to ascertain whether the mindset behaviour of project managers has a significant impact upon the type of leadership style. Findings: The study’s results indicate that democratic, transformational and situational leadership styles were prevalent leadership styles in the GCI. The analysis also revealed that project managers favoured the ‘growth mindset’ and that furthermore, this style had a moderate positive relationship with democratic and transformational leadership styles. Conversely, a fixed mindset had a low positive relationship with autocratic and situational leadership styles but a low negative relationship with transformational leadership style. Practical and theoretical implications: This research provides sufficient data for project managers to identify the type of mindset to nurture (the growth mindset is recommended) and the effective leadership style to be employed. This study engenders wider discussion on mindset behaviour and project leadership style in developing countries. Moreover, the findings present policy makers and practitioners with the leadership styles to promote and develop (democratic, transformational and situational) and mindset behaviour (growth mindset) to ensure project success in Ghana and other developing countries. Originality/value: This research represents the first comprehensive study appraising the linkages between project manager’s mindset behaviour and project leadership style in the construction industry. Empirical data presented bridges the identified knowledge gap that exists on the lack of theoretical understanding of the influence that project managers’ mindset has on leadership styles in the GCI