All Title Author
Keywords Abstract

Publish in OALib Journal
ISSN: 2333-9721
APC: Only $99


Determining the Dominant Personality Traits of Construction Teams for Proactive Dispute Management

DOI: 10.4236/oalib.1107162, PP. 1-20

Subject Areas: Sociology

Keywords: Construction Team, Proactive Dispute Management, Procurement, Personality Traits

Full-Text   Cite this paper   Add to My Lib


Construction dispute must be properly managed or else it will mar projects success by its negative impacts. The challenge in managing construction dispute aggravates by virtue of the diversity in the background of people who come together to deliver projects during procurement process. People could have distinct personality traits which come to bare in the course of interactions. While some traits in individuals enhance dispute management, others complicate and prolong the dispute management process. Of recent, it has been found that dispute increasingly takes longer time to resolve. One area that can bring improvement is a proactive approach in dispute management. The knowledge of the dominant traits among construction disputants will enhance proactive management. The purpose of this research therefore is to enhance proactive dispute management by determining the dominant personality traits in construction teams that could explain difficulty in dispute management. Seven personality traits were identified and a questionnaire administered through stratified random sampling process among clients, consultants and contractors teams. The research computed the mean values and used t distribution to test the level of significance of identified traits among—the client, consultants and contraction teams. The results of the analyses found that there are distinct traits among the teams. Clients are dominating during dispute, the consultants are obliging and integrating, while contractors avoid dispute situations. The clients and contractors’ traits are unhealthy to dispute management. However, all parties are found to have a common tendency to compromise during dispute situation. Knowledge of this will enable better planning as well as strategies developed for enhanced dispute management. In dispute management, strategy should focus on aspects that can cause a compromising stance among disputants while putting into cognizance the unique traits, characteristics or behavior of each team during dispute. Research should avail those aspects that add value to quick compromise among stakeholders during construction dispute.

Cite this paper

Danja, M. , Gandu, Y. J. and Muhammed, A. (2021). Determining the Dominant Personality Traits of Construction Teams for Proactive Dispute Management. Open Access Library Journal, 8, e7162. doi:


[1]  Ejohwomu, E.A., Oshodi, O.S. and Onifade, M.K. (2016) Identifying the Critical Causes of Conflict in Construction Projects in Nigeria. Nigerian Journal of Technology, 35, 290-296.
[2]  Divakar, K. and Kumar, S. (2015) Study on Sources of Disputes in Construction Projects, to Incorporate Suitable Clauses in Contract for Dispute Resolutions. International Research Journal of Engineering and Technology, 2, 455-459.
[3]  Akinradewo, O.F. (2017) Assessment of Dispute Resolution in the Construction Industry in Lagos State, Nigeria. Journal of Economics and Sustainable Development, 8, 22-27.
[4]  Cheng, M., Tsai, H. and Chiu, Y. (2009) Fuzzy Case-Based Reasoning for Coping with Construction Disputes. Expert Systems with Applications, 36, 4106-4113.
[5]  Sakate, P. and Dhawale, A.W. (2017) Dispute Resolution Mechanism in Commercial Construction Projects: A Review. International Journal of Engineering Sciences & Research Technology, 6, 84-88.
[6]  Robbins, S.P. (2005) Essentials of Organizational Behavior. 8th Edition, Prentice Hall, Upper Saddle River.
[7]  Diener, E. and Lucas, R.E. (2020) Personality Traits. In: Biswas-Diener, R. and Diener, E., Eds., Noba Textbook Series: Psychology, DEF Publishers, Champaign, IL, 4-11.
[8]  Parks-Leduc, L., Feldman, G. and Bardi, A. (2015) Personality Traits and Personal Values: A Meta-Analysis. Personality and Social Psychology Review, 19, 3-29.
[9]  Yiu, T.W. and Lee, H.K. (2011) How Do Personality Traits Affect Construction Dispute Negotiation? Study of Big Five Personality Model. Journal of Construction Engineering and Management, 137, 234-255.
[10]  Atalah, A. (2013) Comparison of Personality Traits among Estimators, Project Managers, and the Population. Journal of Management in Engineering, 30, 173-179.
[11]  Akiner, I. (2014) Critical Viewpoints on the Management of Conflict in Multi-National Construction Projects. Organization, Technology & Management in Construction: An International Journal, 6, 1038-1046.
[12]  Iyiola, K. and Rjoub, H. (2020) Using Conflict Management in Improving Owners and Contractors Relationship Quality in the Construction Industry: The Mediation Role of Trust. SAGE Open, 10, 1-14.
[13]  Mckechnie, I. (2008) Staying out Proactive. Global Africa Projects (GAP) and Innopro, South Africa, 60-61.
[14]  Naismith, N., Sethi, R., Ghaffarian Hoseini, A. and Tookey, J. (2016) Managing Conflict in Engineering Projects: New Zealand Experiences. International Journal of Construction Supply Chain Management, 6, 19-34.
[15]  Afzalur Rahim, M. (2002) Toward a Theory of Managing Organizational Con?ict. The International Journal of Conflict Management, 13, 206-235.
[16]  Femi, O.T. (2017) Causes and Effects of Conflict in the Nigerian Construction Industry. International Journal of Technology Enhancements and Emerging Engineering Research, 2, 7-16.
[17]  Greenwood, D. and Roe, M. (2016) Proactive’ Construction Dispute Management Needed to Ensure Swift Resolution, Experts Say.
[18]  Gould, N. (n.d.) Conflict Avoidance and Dispute Resolution. RICS QS & Construction Standards-GN 91/201, Royal Institution of Chartered Surveyors, London.
[19]  Krumboltz, J.D. (2008) The Happenstance Learning Theory. Journal of Career Assessment, 17, 135-154.
[20]  Mitchell, K.E., Levin, A.S. and Krumboltz, J.D. (1999) Planned Happenstance: Constructing Unexpected Career Opportunities. Journal of Counseling & Development, 77, 115-124.
[21]  Suleiman, W. (2013) A Study of Causes of Poor Attitude to Work among Workers of Both Public and Private Sectors Organizations in Bauchi State-Nigeria. International Journal of Academic Research in Business and Social Sciences, 3, 143-152.
[22]  Webber, J.K., Ser, E. and Goussak, G.W. (2015) Work Habits as Positive and Negative Influence on Workplace Productivity. Global Journal of Business Research, 9, 39-48.
[23]  Alazemi, M.K.E., Mohiuddin, A.K.M. and Al-Juboori, S.A. (2019) Conflict Management of Construction Projects—A Case Study: Kuwait International Airport Cargo City. International Journal of Mechanical Engineering, 8, 45-54.
[24]  Tabish, S.Z.S. and Jha, K.N. (2012) Success Traits for a Construction Project. Journal of Construction Engineering and Management, 138, 1131-1138.
[25]  Rauzana, A. (2016) Causes of Conflicts and Disputes in Construction Projects. IOSR Journal of Mechanical and Civil Engineering, 13, 44-48.
[26]  Norby, H. (2018) Management and Conflict Resolution: Conceptual Tools for Securing Cooperation and Organizational Performance. IntechOpen, London.
[27]  Titov, E., Virovere, A. and Kuimet, K. (2018) Conflict in Organization: Indicator for Organizational Values. IntechOpen, London.
[28]  Bvumbwe, C. and Thwala, D.W. (2011) An Exploratory Study of Dispute Resolution Methods in the South African Construction Industry. International Proceedings of Economics Development and Research, 21, 32-36.
[29]  Narh, O.C., Owusu, E.E., Oduro-Apeatu, K. and Narh, T.J. (2015) An Exploratory Study of Professional Conflicts and Disputes within the Construction Industry. International Journal of Managerial Studies and Research, 3, 44-65.
[30]  Daud, Z., Yahya, K.K., Isa, M.F.M. and Noor, W.S.M. (2011) The Influence of Heads of Department Personalities on the Selection of Grievance Handling Styles. International Journal of Humanities and Social Science, 1, 241-252.
[31]  Afzalur Rahim, M., Psenicka, C., Polychroniou, P., Zhao, J., Yu, C., Anita Chan, K., et al. (2002) A Model of Emotional Intelligence and Conflict Management Strategies: A Study in Seven countries. The International Journal of Organizational Analysis, 10, 302-326.
[32]  Ogunbayo, O.M. (2013) Project Managers’ Conflict Management Styles and Its Impact on Project Team Motivation in Nigerian Construction Industry. International Journal of Scientific & Engineering Research, 4, 2248-2257.
[33]  Thomas, K.W. (1976) Conflict and Conflict Management. In: Dunnette, M.D., Ed., Handbook in Industrial and Organizational Psychology, Rand McNally, Chicago, 889-935.
[34]  Rahim, M. (2011) Managing Conflicts in Organizations. Routledge, New York.
[35]  Ige, A.Y. (2017) Understanding the Nature and Process of Alternative Dispute Resolution and Collective Conciliation: Lessons from United Kingdom, Canada, South Africa and Japan. International Business Research, 10, 103-110.
[36]  Gordon, J.P. and Haapio, H. (2007) From Reaction to Proactive Action: Dispute Prevention Processes in Business Agreements.
[37]  Nguyen, H.L. (2011) Partnership Strategies: Pro-Active and Pre-Active Approach in Conflict Management in International Joint Ventures. International Journal of Business and Management, 6, 38-45.


comments powered by Disqus

Contact Us


微信:OALib Journal