Leadership Competencies and Profiles in Construction Project Managers: Implications for Professional Success

Abstract

Project management in the construction industry is characterized by a dynamic environment marked by uncertainty, frequent changes, and multidimensional challenges. In this context, the competence of the project manager emerges as a determining factor for the success or failure of initiatives. The article by Ghorbani (2023) critically reviews the concepts and models of managerial competence, emphasizing that the integration of technical knowledge, skills, attitudes, and leadership profiles is essential for superior performance in construction projects. The text presents a comprehensive analysis of the required competencies, organizing them into intellectual, managerial, and emotional dimensions, in addition to highlighting the role of the emotional quotient (EQ) in effective leadership. The competencies considered critical according to different international models, such as PMI and IPMA, are detailed, and the distinctions between technical competencies (“hard skills”) and behavioral competencies (“soft skills”) are thoroughly explored. The article emphasizes that competencies are not limited to the technical domain, with communication, negotiation, leadership, decision-making, and emotional intelligence skills being indispensable. The studies reviewed indicate that a balance between technical and interpersonal skills favors more robust and sustainable results. The discussion also highlights that the manager's profile must be adaptable, flexible and capable of integrating diverse teams, responding to the challenges of globalization and cultural demands. The article concludes that the academic and professional training of future project managers must prioritize the broad development of these skills, preparing them for complex and changing environments, which is essential to guarantee organizational and personal success in the construction sector.