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This study examines the impact of project manager competencies on project performance in the construction sector, highlighting the mediating roles of team performance and stakeholder engagement. The results show a significant positive effect of project manager competencies on project performance. Effective team dynamics and stakeholder involvement are crucial in translating managerial competencies into improved project outcomes.

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Abstract

The construction sector is under increasing pressure to enhance project performance, particularly through strengthening project manager competencies (PMC). Although the importance of managerial competencies has been widely acknowledged, limited research has examined how PMC influence project performance (PP) through underlying organizational mechanisms. This study addresses this gap by investigating the direct effect of PMC on PP and the mediating roles of team performance (TP) and stakeholder engagement (SE). A quantitative cross-sectional survey was conducted among 288 project team members in Pakistan’s construction sector. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that PMC have a significant positive effect on PP. Furthermore, TP and SE significantly mediate this relationship, highlighting the critical role of effective team dynamics and proactive stakeholder involvement in translating managerial competencies into improved project outcomes. This study contributes to the literature by integrating the Resource-Based View and stakeholder theory to explain the mechanisms linking managerial competencies to project performance. The findings provide practical implications for construction firms and policymakers by emphasizing the strategic importance of developing managerial competencies, strengthening team collaboration, and enhancing stakeholder engagement across the project lifecycle. Keywords: Project manager competencies; Project performance; Team performance; Stakeholder engagement; Resource-Based View; Stakeholder theory; Construction industry.

Key findings

  • Project manager competencies have a significant positive effect on project performance
  • Team performance significantly mediates the relationship between project manager competencies and project performance
  • Stakeholder engagement significantly mediates the relationship between project manager competencies and project performance

Keywords

Project stakeholderBlueprintProject teamStakeholderProject charterProject management

Identifiers

DOI
10.55463/issn.1674-2974.53.2.1
Journal
Journal of Hunan University Natural Sciences
Year
2026