Impact of Construction Project Managers’ Emotional Intelligence on Project Success

Abstract

Numerous authors are persistent in investigating the competency profile of the ideal construction project manager in order to decrease the failure rate of construction projects. There is evidence for the change in construction project management, from traditional practices to practices more focused on people and working relationships. The literature demonstrates a positive correlation between project manager’s Emotional intelligence and project success but less is written about the mechanisms that interfere with that relationship. Furthermore, project manager’s relationships with stakeholders are recognized as an important determinant of project success in the construction industry. Considering the above facts, this study was motivated to examine how the construction project manager’s emotional intelligence influences project success, and whether the relations with internal and external stakeholders interfere as mediators in that relationship. In the conducted research, 110 project managers participated. The results demonstrate that the emotional intelligence of construction project managers significantly influences the project success and that internal and external stakeholder relationships play an important role as mediators among them. Moreover, it is found that some components of EI have more significant influence on stakeholder relationships and project success and that internal and external relationships in different amounts affect components of project success.

Construction Project Manager’s Emotional Intelligence and Team Effectiveness: The Mediating Role of Team Cohesion and the Moderating Effect of Time

“…Other mediators are represented by leadership-related variables, such as transformational, transactional, and laissez-faire leadership ( Zhan et al, 2018 ). Some recent studies integrate the project-level context factors, such as project commitment ( Zhu et al, 2021 ) and stakeholder relationships ( Montenegro et al, 2021 ) into the relationship between construction project manager’s emotional intelligence and project performance. The current study noticed that the above studies tried to explain the influence of leader’s emotional intelligence by their attitudes, behaviors, and leadership, or the contextual factors from team external, while they have tended to ignore the impacts of internal team process and development.…”

“…Conclusively, the positive correlation between emotional intelligence and project outcome has been known for a long time ( Montenegro et al, 2021 ), but studies that hold the team-level perspective are less. Considering the call for investigating team process-related mechanisms in project managers’ emotional intelligence research ( Müller and Jugdev, 2012 ; Zhu et al, 2021 ), this study aims to develop a mechanism that explains the relationship between construction project manager’s emotional intelligence and team effectiveness from a team perspective by team cohesion and time development variables.…”

“…As construction project is getting mega, eco-friendly, and intelligent, construction project team management practice and research fields have evolved, the heightened expectations of project managers and their leadership are becoming more apparent ( Sundqvist, 2019 ). To better manage projects and achieve effectiveness, recent studies emphasize a nonverbal leadership, emotional intelligence ( Rezvani et al, 2016 ; Montenegro et al, 2021 ; Zhu et al, 2021 ), or the ability to perceive and express emotions, to understand and use them, and to manage them to foster personal growth ( Salovey et al, 2003 ). Turner and Müller (2005) pointed out that emotional intelligence may hold the key to improving project managers’ career success as a leader and project results.…”

“…For project managers who are constantly confronted with communication issues and complex relationships within the project team, formulating satisfactory solutions is essential. Some prior studies have investigated the relationship between construction project manager’s emotional intelligence and project-level output, such as project performance (e.g., Zhang and Fan, 2013 ; Zhu et al, 2021 ) or project success (e.g., Maqbool et al, 2017 ; Montenegro et al, 2021 ), but are yet to describe the relationship between leader’s emotional intelligence and project team effectiveness. Therefore, the first key research question in this study is as:…”

Transforming the Emotional Intelligence of the Feeders in Agribusinesses into the Development of Task Performance and Counterproductive Work Behaviors during the COVID-19 Pandemic

“…However, few studies focus on how a single variable (e.g., EI) can simultaneously handle the positive and negative behaviors of feeders in agribusiness. In addition, although past research has paid attention to EI in the multidisciplinary field [ 15 , 16 , 17 ], EI has almost been seen as a leading variable for predicting positive behavior in previous studies [ 18 , 19 , 20 ]. EI indicates the capability of individuals to manage their emotion-related behaviors [ 15 , 17 ].…”