Developing behavioral project management competencies – the generation footprint

What the paper says

Purpose This study aims to address a critical gap in project management literature by identifying the preferred methods for developing behavioral project management competencies (BPMC). While BPMC are essential for successful project execution, little empirical evidence exists on how these competencies are best developed from the perspective of practicing professionals in project management, especially comparing generations. Design/methodology/approach The research is based on a two-phase approach. First, a systematic literature review (SLR) was conducted following PRISMA 2020 guidelines to identify and synthesize studies focused on project management competencies development methods. Second, an empirical study was carried out using a structured questionnaire distributed across 72 countries. The survey included 988 participants from four generational cohorts, evaluating their preferences for five common BPMC development methods. Statistical analysis, including mixed ANOVA, was employed to examine generational differences and method preferences. Findings The findings reveal a clear practitioner preference for mentoring/coaching and on-the-job training as the most effective methods for developing behavioral competencies. Traditional lectures, e-learning and simulations were consistently rated lower across all generations. Preferences showed remarkable consistency among Baby Boomers, Generation X, Generation Y and Generation Z, indicating a shared understanding of the value of experiential and socially grounded learning. Originality/value This study empirically explores BPMC development methods using a large, diverse and globally distributed sample. It not only fills a decade-long empirical gap in literature but also offers practical insights for educators, HR professionals and project management associations aiming to align training methods with real-world needs.