Impact of Project Managers’ Contingent Reward Leadership Style on Performance of BIM Construction Projects

Abstract

As the construction industry increasingly adopts building information modeling (BIM), identifying effective leadership styles for BIM project management is crucial for project success. Although traditional leadership styles suit conventional construction projects, their applicability to the BIM context remains underexplored. This study partly addresses this gap by investigating how contingent reward leadership style impacts BIM project performance. Utilizing data from a survey of 224 BIM projects and covariance-based structural equation modeling (CB-SEM), this study reveals that the project managers’ contingent reward leadership style significantly enhances BIM project performance, fully mediated by BIM project coordination effectiveness. The study also highlights the confounding impacts of company control over projects and the project’s BIM maturity in information management (IM). Although these factors do not alter the mediation relationship, they contribute to project performance: company behavior control enhances project quality, whereas higher BIM maturity improves project coordination, schedule, budget, and quality performance. The study also reveals that although the contingent reward leadership style consistently benefits BIM projects of varying complexity and countries (Taiwan and Vietnam), its influence on project quality differs between public and private BIM projects. This study enriches the current body of knowledge on BIM and project management. First, it empirically proves the contingent reward leadership style’s effectiveness in BIM project contexts. Second, it bridges two critical but rarely linked concepts: contingent reward leadership and project coordination. Finally, it extends the contingency theory of BIM project management by investigating the underexplored contextual factors, such as company control over projects and the project’s BIM maturity in IM, besides project complexity, project ownership, and country context. This study advances the understanding of leadership dynamics in BIM environments and offers practical insights for BIM practitioners, enabling them to tailor leadership strategies to optimize BIM project outcomes under varying contextual influences. This study highlights practical leadership strategies for BIM project managers to improve project outcomes. By aligning rewards with project goals, BIM project managers can boost team motivation, accountability, and coordination, driving better results. This reward-based leadership approach was proven effective across diverse projects, irrespective of the company’s control level, the project’s BIM maturity in information management, project complexity, and country contexts (i.e., Taiwan and Vietnam). However, its impact differs between public and private projects due to differences in regulations and success perception. Training programs for BIM managers should incorporate reward-based strategies to strengthen project coordination and outcomes, offering BIM professionals a practical framework for success. Finally, this study also shows that monitoring team behavior helps maintain BIM project quality, and improving the project’s BIM information management supports project decision-making and overall success.