The Influence Of Project Managers' Decision-Making Styles On Schedule Variance In Building Construction Projects

Abstract

This research focus to assess the relationship between project managers decision making styles and schedule variance in building construction projects in Sri Lanka. Timely completion of construction projects is one of the major performance indicators, yet delays are a long-standing issue in Sri Lankan construction projects. Though there are many causal factors, decision-making styles of project managers have not been studied yet, creating a significant knowledge gap with regard to their influence on project schedule variance. This study attempts to analyze the relationship between project managers' decision-making styles: directive, analytical,conceptual, and behavioural and schedule variance in Sri Lankan building construction projects. A mixed-methods research approach was adopted. Primary data were gathered by holding semi-structured interviews with nine industry practitioners and a questionnaire survey of 50 respondents covering key project roles. To analyze the data code based content analysis and descriptive statistical tools (percentage count, mean, weighted average etc.) were used and to examine the relationship between decision-making styles and schedule variance Pearson correlation was conducted. Results revealed that decision making styles play a significant role in influencing project schedules. However, it was found that directive and behavioural styles are most prevalent and successful styles in the Sri Lankan context. The data revealed both positive and negative influences of managerial decisionmaking styles on schedule performance. These results contribute to the link between leadership and project performance and make a theoretical and practical contribution by revealing decision-making as a key influence to minimize schedule variance.