Purpose—There is no consensus on the indicators that assess a construction company’s financial performance projects undertaken. There is also a dearth of concepts on the financial performance indicators for construction companies in South Africa and indeed, the wider continent of Africa. This paper proposes novel financial performance indicators for assessing construction organizations and tests these on selected construction companies in the South African construction industry. Design/methodology/approach—This research employed a pragmatic approach. Contractors with financial credibility and capacity of ≥R 40 million, annual turnover of ≥R 20 million, and available capital of ≥R 40 million were purposively selected for this study. Parameters such as total revenue, direct cost of work, total indirect cost and total income were elicited from the sample contractors to assess their financial performance. The assessment was undertaken using formulas that were formulated based on the descriptions provided under the research methodology. Further analysis was conducted using post hoc Tukey’s honest significant difference (HSD). Findings—The study finds that construction companies with a strong structure, multiple areas of specialization, creative and efficient staff members, and access to funding, have a greater chance of experiencing higher: income; positive leverage; positive liquidity; and positive cash flow. Moreover, companies with specialization in civil engineering construction and project management skills experienced higher positive liquidity and profitability. Originality/value—This research is unique through its investigation and formulation of indicators for assessing the financial performance of construction companies. This research is consequently representing the first attempt to analyze financial data using the approaches prescribed and adopted.

This study aims to examine whether ready-mixed concrete (RMC) production in Nigeria is sustainable. This study proposes that RMC production will be sustainable, assuming the RMC plant, RMC products, plant management, RMC supply, RMC quality, and demand for RMC are sustainable. Based on a constructivist worldview, the proposition of RMC production’s sustainability was assessed by conducting a contextual analysis of five RMC plants in Lagos State, Nigeria. It was observed that the RMC plants required sustainability in power supply, plant output, and plant capacity. The plants have a sustainable supply of raw materials. The management methods and product control strategies were found to be unsustainable. Fair supply time, supply methods, and quality control systems were established in the findings. Challenges, such as administrative issues, economic problems, poor technology, and the absence of an innovative business model, influenced the sustainable demand for RMC products. This study concludes that alternative power supplies and methods such as just-in-time (JIT) purchasing systems and learning frameworks ought to be considered for RMC plants. Likewise, improving the ease of doing business would significantly help the sustainability of RMC production. This study presumes that RMC production is, as of now, not sustainable in Nigeria. Still, the sustainability of RMC production could be ensured through measures such as the reuse of waste, the adoption of innovative RMC production and delivery, and technological development.

Purpose: Previous studies have postulated that an advance payment system (APS) positively impacts the contractor's working capital and is paramount to ensuring an efficient and effective project cash flow process. However, scant research has been undertaken to empirically establish the cash flow performance and domino effect of APS on project and organisational performance.Design/methodology/approach: The epistemological design adopted a positivist philosophical stance augmented by deductive reasoning to explore the phenomena under investigation. Primary quantitative data were collected from 504 Construction Industry Development Board (CIDB) registered contractors (within the grade bandings 1–9) in South Africa. A five-point Likert scale was utilised, and subsequent data accrued were analysed using structural equation modelling (SEM).Findings: Emergent findings reveal that the mandatory use of an APS does not guarantee a positive project cash flow, an improvement in organisational performance or an improvement in project performance.Practical implications: The ensuing discussion reveals the contributory influence of APS on positive cash flow and organisational performance, although APS implementation alone will not achieve these objectives. Practically, the research accentuates the need for various measures to be concurrently adopted (including APS) towards ensuring a positive project cash flow and improved organisational and project performance.Originality/value: There is limited empirical research on cash flow performance and the domino effect of APS on project and organisational performance in South Africa, nor indeed, the wider geographical location of Africa as a continent. This study addresses this gap in the prevailing body of knowledge.

Leaders who lack leadership energy may struggle to demonstrate sustained competence and achieve effectiveness in difficult leadership situations. This research investigates the sources of leadership energy and examines the impact of leadership energy on the development and sustainability of leadership effectiveness and competence. This study employed a hypothetico-deductive research design, wherein the formulated hypotheses were tested through structural equation modelling (SEM). Data were collected using a questionnaire survey. A total of 272 responses were received from leaders of various industries, indicating a response rate of 66%. The findings of this study indicate that a leader’s capacity to respond to various situations, comprehend the importance of being directive, prioritize the development of positive attitudes and supportiveness, and recognize the significance of achievement are all factors that contribute to the internal mechanisms necessary for the leader’s manifestation of leadership energy. The study additionally discovered that leaders’ skills, qualities, and abilities are derived and maintained through their internal capacity and personal resilience emanating from their leadership energy. The hypotheses that were validated suggest a direct causal relationship, indicating that leadership motivation, leadership personality, and leadership orientation are significant factors in the generation of leadership energy. This study’s conclusions suggest that to sustain leadership competence and effectiveness, leaders must cultivate a culture that prioritizes both effectiveness and competence. The findings also imply that individuals must establish precise developmental objectives, as well as exhibit cognizance of and the acquisition of leadership expertise, knowledge and approaches. Thus, the need to reevaluate the competency-based approach to leadership is overwhelming. This study introduces the concept of leadership energy as a catalyst for perpetuating leadership effectiveness and competence. The study claims that the energy emanating from the intricate interplay of leaders’ orientation, experience, development, personality, and motivation engenders and perpetuates their efficacy and aptitude.

Individuals and their leadership competencies have been the sole focus of project leadership research, rather than the project leadership’s behaviour and functions in project and organisational settings. As a result, this study investigates the project leadership functions and behaviours required for various project and organisational situations in order to propose a project leadership model that will be effective in all project and organisational situations. The model that was developed and tested in this study theorised about the project leadership function that project leaders are expected to perform as a result of their positions. It also described how project leaders could tailor their leadership functions and behaviours to address issues related to positions, organisational situations, and project situations. Three hypotheses were developed and tested using structural equation modelling to validate the model. The model’s perceptive power demonstrates adequate validity. The model’s validity implies that there are appropriate project leadership functions for different leadership levels and circumstances. The model’s validity also implies that each project leadership behaviour has its own value, as conditions and necessities dictate. The study assumes that a project leader can embrace project leadership by combining a few different project leadership functions and behaviours.