A Study of Project Managers’ Competence Standards in the UAE

dc.Location2011 HD 69.P75 A44
dc.SupervisorDr Paul Gardiner
dc.contributor.authorAl Ameemi, Hessa Tarish
dc.date.accessioned2013-07-22T09:12:12Z
dc.date.available2013-07-22T09:12:12Z
dc.date.issued2011-03
dc.description.abstractThis research seeks to determine how the emotional (EQ), managerial (MQ) and intelligent (IQ) competences impact the management process of the various levels of project managers. The study focused upon three levels of project managers: new, traditional and the management of a group of multiple projects (MGMP) project managers. The roles and responsibilities of all three project managers were explained according to Schermerhorn’s (2010) four managerial functions: planning, organizing, controlling and leading. A direct relationship was created between Adair’s (2002) contextual elements (Quality, Knowledge, Functions) of leadership and Crawford’s (2007) competence components specified in Dulewicz and Higgs’s (2005) EQ, MQ and IQ fourteen competences. To test this correlation, qualitative (interviews) and quantitative (survey) techniques were used to collect information from various levels of Ban X project managers. The combination of techniques enabled the researcher to verify that the various elements of the project manger leadership competencies do impact project performance. Following this verification a clear set of recommendations to Bank X project managers were explained along with suggestions for future research.en_US
dc.identifier.other80075
dc.identifier.urihttp://bspace.buid.ac.ae/handle/1234/341
dc.language.isoenen_US
dc.publisherThe British University in Dubai (BUiD)en_US
dc.subjectproject managersen_US
dc.subjectcompetence standardsen_US
dc.subjectUnited Arab Emirates (UAE)en_US
dc.subjectmanagement processen_US
dc.titleA Study of Project Managers’ Competence Standards in the UAEen_US
dc.typeDissertationen_US
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