Manager emotional intelligence and project success: The mediating role of job satisfaction and trust

Rezvani, Azadeh; Chang, Artemis; Wiewiora, Anna; Ashkanasy, Neal M.; Jordan, Peter Jeffrey; Zolin, Roxanne

doi:10.1016/j.ijproman.2016.05.012

Cited by 216 publications

(255 citation statements)

References 93 publications

Supporting

Mentioning

215

Contrasting

Unclassified

Order By: Relevance

“…According to Rezvani et al (2016); Gözükara & Çolakoğlu (2016) the influence of human factors such as interpersonal relationships, motivation, satisfaction, or participation in the company, are key to the success of productivity and the application of knowledge management taking advantage of all human talent.…”

Section: Relegating Human Talent To a Second Level Generates Insufficmentioning

confidence: 99%

Internal Communication Issues in the Firms: Does It Affect the Productivity?

Martínez¹,

Hurtado²

2018

RES

View full text Add to dashboard Cite

Communication is born as a response of the human being to interact with other people in companies to motivate human resource and obtain the expected results and work with the best workers in an increasingly competitive market; internal communication plays an important role in improving the working environment and an excellent performance of workers. The constant change brought about by world globalization, forces organizations to apply methods that organize the means to lead the company to obtain better performance and make full use of all its resources; without it, it is created an environment of instability and uncertainty among its members. Business communication can be seen as a strategic tool in relation to the organization with the environment and interaction with the staff, showing the results expected by the company analyses by empirical data. The research is developed through a descriptive and empirical methodology to identify through surveys to workers from different companies, the current problems presented by organizations in internal communication; thus establishing the consequences of poor organizational communication; finding the real problems that affect the companies of the Colombian industry and of the world, to find possible solutions.

show abstract

Section: Relegating Human Talent To a Second Level Generates Insufficmentioning

confidence: 99%

Internal Communication Issues in the Firms: Does It Affect the Productivity?

Martínez¹,

Hurtado²

2018

RES

View full text Add to dashboard Cite

show abstract

“…Other empirical studies point out that PM failure may be due to the failure or a deficiency of the "human" project success factors (Belout and Gauvreau, 2004;Cooke-davies, 2002), amongst others, project collaboration (Aapaoja et al, 2013;Dietrich et al, 2010;Klimkeit, 2013; Michaels and Krisher in Mishra et al, 2015) and trust (Buvik and Rolfsen, 2015;Chiocchio et al, 2011a;Henderson et al, 2016;Jarvenpaa and Leidner, 1998;Kadefors, 2004;Kalkman and de Waard, 2016;Manu et al, 2015;Munns, 1995;Porter and Lilly, 1996;Rezvani et al, 2016;Smyth et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

Linking trust and collaboration in project teams to project management success

Bond-Barnard

Fletcher

Steyn

2018

IJMPB

124

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -The purpose of this paper is to emphasise the importance of high levels of trust and collaboration for increasing the likelihood of project management (PM) success. However, the link between these three constructs remains unclear. Design/methodology/approach -In this study, the authors use structural equation modelling (SEM) based on the findings from an international survey of 151 project practitioners to demonstrate the significance of project team trust and collaboration for increasing the likelihood of PM success. Findings -The results indicate that PM success becomes more likely as the degree of collaboration improves which, in turn, is influenced by an increase in the level of trust between team members. The two factors of PM success are project performance and knowledge integration and innovation. The six factors of the degree of collaboration that were studied are physical proximity, commitment, conflict, coordination, relationships and incentives. The three factors of the level of trust investigated are expectations, knowledge exchange and imported trust. Practical implications -The results of the study are expected to provide insight for project practitioners to increase the likelihood of PM success by taking cognisance of the factors that influence collaboration and trust. The results of the study may also provide insight into teaching and learning in tertiary education, in terms of professionalism and integrity issues. Originality/value -This paper presents a new perspective for investigating PM success. SEM techniques are used to determine the likelihood of PM success by promoting trust and collaboration in the project team. This unique approach highlights the "human factors" that influence perceived PM success which should benefit both researchers and practitioners.

show abstract

“…Particularly solving problems and implementing changes require consensus (Rezvani et al, 2016) mostly because the measures taken generally involve the participation of various stakeholders. In fact, Best, Smit and Faber (2013) identified a type of intervention made by leaders during project implementation consisting of connecting people to create a synergy between them, so they can take actions when deviations are detected in the expected results.…”

Section: Empowermentmentioning

confidence: 99%

Designing an Organizational Culture Model in the Projects Environment: a Constructivist Approach

Aguilera

2018

CES Psico

View full text Add to dashboard Cite

Manager emotional intelligence and project success: The mediating role of job satisfaction and trust

Cited by 216 publications

References 93 publications

Internal Communication Issues in the Firms: Does It Affect the Productivity?

Internal Communication Issues in the Firms: Does It Affect the Productivity?

Linking trust and collaboration in project teams to project management success

Designing an Organizational Culture Model in the Projects Environment: a Constructivist Approach

Contact Info

Product

Resources

About