Previous research into site managerial effectiveness in the construction site management has been principally results orientated, founded on documented evidence relating to project performance within given parameters. These factors are frequently influenced by circumstances beyond the control of the construction site manager. Thus, a requirement for a non-result based effectiveness measurement tool has been identified. In addition, a number of beliefs exist within the construction industry regarding the personal attributes of individual managers' which may influence their effectiveness. There is a need to identify the personal factors which do actually influence effectiveness as opposed to those which are believed to have influence. This paper summarises recent doctoral research which has developed such a nonresults based effectiveness measurement tool in which subordinates, peers and superiors of 46 current construction site managers and a control group of 15 failed site managers, evaluated their site manager over 52 competency elements summated to establish an overall effectiveness score. A series of personal factors, which senior managers who recruit and promote site managers believed influenced the effectiveness of site managers, were then identified. Each personal factor was then tested for correlation against the effectiveness score. The results suggest that of 26 identified personal factors believed to be important, 9 appear to be highly significant and 2 appear to exhibit no significance whatsoever. The findings of this research may be of significant value to construction educators in the future development of human resource management related units, now an integral component of many construction management degree courses.