A Classification Model for Managers by Competencies: A Case Study in the Construction Sector

Table 1

Set of competencies that project managers need to have.

Competencies		Description
Intellectual group: represents intelligence and problem-solving skills.
	Conceptual thinking	Understands the parts of a situation or problem and sees the whole. This includes identifying patterns or connections between situations that are not related and identifying key or underlying issues in complex situations ([12, 16, 17]).
	Analytical thinking	Develops understanding of a situation by dividing it into smaller segments or tracing the implications of a situation in a causal way, step by step. This includes organizing the parts of a problem or situation systematically, systematically comparing different features or aspects, setting priorities on a rational basis, and identifying sequences of time and causal relationships ([16–18]).
	Technical knowledge	Understands and is proficient in specific types of activity, especially those involving methods, processes, procedures, or techniques. Has specialized knowledge and an analytical capacity within the specialty and uses with ease specific tools and techniques of that discipline [12].
Management group: knowledge and skills in management functions.
	Initiative	Has demonstrated through proactive actions the ability to prevent problems in order to improve work results and avoid difficulties. This may involve finding or creating new opportunities within and external to the project environment ([16–18]).
	Teamwork, cooperation, and communication	Involves the genuine intention to work cooperatively with others rather than separately or competitively. Demonstrates effective interaction capacity with others at all levels inside and outside the organization ([16–18]).
	Team leadership	Refers to the intention to take a leading role in a team. While this implies a desire to lead others and so can be manifested in the form of authority and formal responsibility, effective team leadership also requires the leader to know when not to be overbearing in order to get the best out of the team ([16, 17]).
	Information seeking	Refers to an underlying curiosity or desire to know more about things, people, or issues ([16, 17]).
	Achievement orientation	Refers to the manager’s concern to work towards a standard of excellence. The pattern can be based on an individual’s past performance on a measured objective or simply in personal goals aligned with project and organizational goals ([16–18]).
	Focus on customer’s needs	Concerned with discovering and meeting customers’ requirements, along with the desire to help and serve others ([16–18]).
	Risk	Challenges the status quo, takes risks, and adapts to changes in the pursuit of progress [18].
	Decision-making	Capacity to take appropriate measures under the constraints of time, available information, and limited resources [18].
Emotional group: linked to emotional, behavioral, and motivational factors of an individual.
	Impact, influence, and negotiation	This refers to the intention to persuade, convince, influence, or impress others in order to support an agenda or the desire to have an impact or specific effect on others ([12, 16, 19]).
	Directivity/assertiveness	This refers to an intention to ensure that subordinates satisfy their wants. Steering behavior has a tone of “telling people what to do.” The tone of directive behavior varies from being firm and directive to being demanding [16].
	Self-control	The ability to keep emotions under control and restrain negative actions when faced with opposition or hostility from others or working in stressful conditions [16].
	Creativity and innovation	Ability to conceptualize nontraditional solutions to problems [18].
	Flexibility and adaptability	The ability to adapt and work effectively in a variety of situations, individuals, or groups. The ability to understand and appreciate different and opposing perspectives on an issue, to adapt an approach to the needs of a changing situation and change, or to easily accept changes in the organization or in its needs for employees ([16, 18]).