Assessing the Effect of Project Managers’ Emotional Intelligence on Project Success

Phiri N. Sheba, Twaambo Michelo, Ester Munalula Nkandu, Ethel Tembo, Theresa Chalwe, Michael Kalumbu Nsefu and Erastus Mishengu Mwanaumo
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Phiri N. Sheba: University of Lusaka
Twaambo Michelo: University of Lusaka
Ester Munalula Nkandu: University of Lusaka
Ethel Tembo: University of Lusaka
Theresa Chalwe: University of Lusaka
Michael Kalumbu Nsefu: University of Lusaka
Erastus Mishengu Mwanaumo: University of Zambia

African Journal of Commercial Studies, 2025, vol. 6, issue 6

Abstract: Emotional intelligence can be described as the ability to understand and manage one's emotions, as well as effectively navigate interpersonal relationships. When you bring it to project management, where collaboration, communication, and stakeholder engagement are paramount, the influence of emotional intelligence becomes key in team work. This research sought to ascertain and analyse the impact of project managers' emotional intelligence on project success, aiming to provide valuable insights into the interplay between emotional intelligence and project outcomes.The study used the exploratory mixed methods design to address the study question. In this study, the qualitative sampling method used was purposive sampling and the quantitative sampling methods were stratified random sampling as well as simple random sampling where 119 participants took part. Key informant interviews, Survey and in-depth interviews were used to collect primary while document reviews were used for secondary data. Qualitative data analysis was conducted using framework analysis while quantitative data analysis was done using descriptive data analysis. The data clearly revealed that the majority thought that the manager’s emotional intelligence in line with communication and collaboration was good with 51.3% selecting that rate. The second rate was ‘average’ which had 34.5% selections. 13.4% chose the ‘excellent’ rate. Only one response (0.8%) thought it was poor. The majority of the respondents believed that the project managers reacted according to emotional triggers. 40.3% chose the ‘sometimes’ option which was the majority. ‘Rarely’ was second choice with 24.4% selections. Those who selected ‘Usually’ were 22.7 and those who chose all the time were 10.9%. the least choice was ‘Not at all’ with 1.7% selection. It was noted that the emotional intelligence of the project manager influences the performance of the members of staff. The members were either motivated or unmotivated to work because of the emotional triggers of the project manager. With a team that was lowly performing, the project’s success was under threat. The study concludes to say that the project managers had to respect all the members of staff and show them how valuable they were to the project.

Keywords: Emotional intelligence; project manager; project success (search for similar items in EconPapers)
JEL-codes: M12 O22 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:cwk:ajocsk:2025-12

DOI: 10.59413/ajocs/v6.i6.12

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