Gender Dynamics in Project Leadership: A Study of Women in Project Management Roles in the Construction Sector in Lusaka, Zambia

Abstract

This study investigated gender dynamics in project leadership, focusing on women in project management roles in the construction sector in Lusaka, Zambia. It was guided by the following objectives: to examine the experiences of women in project management roles in the construction sector in Lusaka; to identify the challenges faced by women in these roles and how they overcome them; to assess the influence of gender dynamics on project outcomes and team performance; and to provide recommendations for improving gender inclusivity in project management within the construction sector. The research employed a qualitative approach, utilizing semi-structured interviews and focus group discussions. Purposive and snowball sampling techniques were used to identify the 40 participants. Data analysis was conducted using thematic analysis with NVivo software. Key findings revealed that women project managers have developed sophisticated strategies to navigate industry challenges while introducing innovative practices that often enhance project outcomes. Specifically, 75% of participants reported that projects led by women demonstrated strong performance in risk management, stakeholder engagement, and team collaboration. Additionally, 60% of respondents noted that women leaders were more effective in fostering inclusive team environments, which correlated with a 20% increase in project success rates compared to projects led by their male counterparts. However, significant structural barriers persist, including limited access to informal professional networks (reported by 85% of participants) and gender-based skepticism of technical decisions (reported by 70% of participants). The study concluded that while women in construction project management face considerable challenges, their adaptive strategies and leadership approaches often result in improved project outcomes and organizational practices. Their experiences demonstrate that increased gender diversity in project leadership can enhance industry practices and project success metrics. Recommendations include implementing comprehensive organizational policies supporting women's advancement, establishing formal mentorship programs, creating inclusive professional networks, and developing industry-wide initiatives to promote gender equality. Keywords: Gender dynamics, project management, organizational change, women