Efficient communication is critical to the success of construction projects [1,2]. The relationship between communication and performance has been thoroughly documented. The overall arrangement of a project team, working standards, and procedures have had to be altered multiple times to attain the degree of communication compatible with productivity [3,4]. Similarly, Yolanda et al. [5] discovered that communication barriers reduce employee overall performance while reducing the number of barriers increases quality.
Strong interpersonal skills are essential for facilitating interpersonal contact with all stakeholders, building and maintaining relationships, and inspiring employee dedication to a company. However, skills are also required for managing interpersonal interactions.
High-quality communication is crucial to organisational performance because it promotes the efficacy of project teams.
According to Robbins and Hunsaker [6], the four skill sets work together to provide successful interpersonal abilities. First and foremost, there is leadership. A leader must be able to mobilise a group to complete a shared task and encourage the integration of group members in completing that mission [7]. To that end, the leader’s leadership style, capacity to handle disagreements, ways to organising meetings, team-building abilities, and ability to promote and support change all contribute to the leader’s success or failure. Second, an essential responsibility of the manager is to create conditions in which employees are driven to complete the group’s purpose [7]. This includes the leader’s capacity to define goals, explain expectations, encourage others to join in, and empower them to achieve those goals. Third, the above is dependent on the leaders’ competence and process used in communicating with others. Not only must the leader be capable of ‘sending the message,’ but he must also be responsive to input and opposition, and to that end, he must be able to listen honestly and deliver pertinent feedback. Finally, while the leader’s purpose may appear to be definite, the mechanism by which it is achieved will include numerous parties, all of whom will have opinions on the mission’s legitimacy and how it is to be fulfilled. In order to bring people together for a same goal, the leader must negotiate and reach a mutually acceptable compromise [8].
References
[1] S. Emmitt, C.A. Gorse, Construction communication, John Wiley & Sons, 2009.
ISBN: 9781405100021.
[2] I.M. Shohet, S. Frydman, Communication patterns in construction at construction
manager level, J. Constr. Eng. Manag. 129 (5) (2003) 570–577
[3] G. Mignone, M.R. Hosseini, N. Chileshe, M. Arashpour, Enhancing collaboration in
BIM-based construction networks through organizational discontinuity theory: a
case study of the new Royal Adelaide Hospital, Archit. Eng. Des. Manag. 12 (5)
(2016) 333–352
[4] C. Merschbrock, M.R. Hosseini, I. Martek, M. Arashpour, G. Mignone, Collaborative
role of sociotechnical components in BIM-based construction networks in two
hospitals, J. Manag. Eng. 34 (4) (2018) 05018006
[5] A. Yolanda, K.W. Nurismilida, D. Wulansary, The effect of miscommunication on
the quality of employee performance, 2021
[6] S. Robbins, P.L. Hunsaker, Training in interpersonal skills: tips for managing
people at work, Pearson Higher Ed (2011)
[7] H.Z. Matin, G. Jandaghi, F.H. Karimi, A. Hamidizadeh, Relationship between
interpersonal communication skills and organizational commitment (case study:
Jahad Keshavarzi and University of Qom, Iran), Eur. J. Soc. Sci. 13 (3) (2010)
387–398.
[8] Ali , R., Hosseini, M., Martek, I., Taroun, A., Alvanchi, A., & Odeh, I. (July 2022, 104268). Predicting communication quality in construction projects: A fully-connected deep neural network approach. Automation in Construction,Volume 139,
