to examine the deeper mechanisms
and enrich their implications through
In this study we examined the relationships and impacts of emotional intelligence, project managers’ competencies,
and transformational leadership style
vis-à-vis project success. This study empirically supported the hypotheses that
emotional intelligence, project managers’ competencies, and their transformational leadership styles have direct
positive impacts on project success.
Consistent with the theoretical argument, this study provides support to
the hypothesis that emotionally intelligent project managers perform better
than their counterparts, as they not only
understand their own emotions but those
of others, and manage their own and
others’ emotions in the appropriate way.
This creates an aura of friendliness and
trust that ultimately benefits the organization through successful completion of
assigned tasks. The construction industry
is characterized by a diversified workforce and enormous time, budget, and
resource challenges, which require project managers to be more interactive with
all employees and stakeholders. Emotionally intelligent construction managers can better manage the emotions of
themselves as well as others involved
in the project, which paves the way to a
friendly environment among all project
stakeholders and further contributes to
the added efficiency of the project.
Consistent with the theoretical
arguments, this study also provides
support for the hypothesis that con-
struction project managers with com-
petencies such as open communication,
teamwork, attentiveness toward oth-
ers, and conflict management, perform
exceptionally well. In the construction
industry, projects are more likely to
experience delays due to issues pertain-
ing to resource management, availabil-
ity of the required workforce, availability
of supplies, and so forth. Efficient and
better performing project managers
forestall these project delays through
efficient communication with all project
stakeholders, attentiveness to project
needs, exemplary teamwork through
effective team building, and an effec-
tive conflict management approach that
addresses issues in a timely and amica-
ble way. This results in a positive impact
on project success.
This study also offers support for
the hypothesis that project managers
exercising transformational leadership
styles are better performers and thus
contribute to project success. Transformational leaders are inspirational: they
lead their teams; inspire their employees; stimulate awareness and interests; foster confidence; and endeavor
to drive their teams’ concerns, growth,
and achievements. This builds a friendly
project environment, in which the entire
workforce works as a team under the
trustworthy leadership of a project manager toward the attainment of common
objectives. The arguments presented
here suggest the following conclusions: ( 1) emotional intelligence has a
direct positive impact on the success
of projects, ( 2) project managers’ competencies have direct impacts on project success, and ( 3) project managers’
transformational leadership behavior
has a direct positive impact on project
success. Thus, the success of a project isn’t just all about state-of-the-art
equipment or the latest inventions, but it
is also about people and their behaviors
as well as competencies, which are the
main driving forces behind success.
This study will not only fill the liter-
ary gap as already discussed earlier, it
will also help Pakistani project manag-
ers weigh project performance from a
different perspective, which is some-
thing that hasn’t been touched upon
hitherto. The study will contribute to
widening the existing knowledge base
for project performance by adding to
the findings regarding the impact of
emotional intelligence, project manag-
ers’ competencies, and transformational
leadership behavior on project success.
It will also serve as a basic guideline
document for senior management in
the Pakistani construction industry,
which will assist them in hiring project
managers with a greater emotional quo-
tient (EQ) and also train their existing
managers (project and line managers)
in developing and exercising emotional
intelligence, competencies, and trans-
formational leadership behavior with an
overall aim to achieving organizational
excellence. This study will also pave
the way for new directions for future
researchers in carrying out the study
on a global level with a view to finding
concrete recommendations for ensuring
project performance at the upper, mid-
dle, and lower levels of management.
This study was supported by a grant
from the National Natural Science
Foundation of China (No.: 71171017).
The writers would like to thank the support of the Foundation.
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