Impact of Construction Project Managers’ Emotional Intelligence on Project Success

Alessandra Montenegro, Marina Dobrota, Marija Todorovic, Teodora Slavinski and Vladimir Obradovic
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Alessandra Montenegro: Saga New Frontier Group, GTC House, Bulevar Zorana Đinđića 64a, 11070 Belgrade, Serbia
Marina Dobrota: Faculty of Organizational Sciences, University of Belgrade, 11000 Belgrade, Serbia
Marija Todorovic: Faculty of Organizational Sciences, University of Belgrade, 11000 Belgrade, Serbia
Teodora Slavinski: Faculty of Organizational Sciences, University of Belgrade, 11000 Belgrade, Serbia
Vladimir Obradovic: Faculty of Organizational Sciences, University of Belgrade, 11000 Belgrade, Serbia

Sustainability, 2021, vol. 13, issue 19, 1-18

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.

Keywords: construction project manager; emotional intelligence; project success; internal and external stakeholder relationships (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:13:y:2021:i:19:p:10804-:d:645697

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