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

Qi Zhang,Shengyue Hao

doi:10.3389/fpsyg.2022.845791

Abstract

The emotional intelligence of a construction project manager plays an essential role in project management, and recent developments in teamwork have increased the need to explore better ways to utilize teams and achieve effectiveness in the construction sector. However, research that holds the team-level perspective in emotional intelligence studies is lacking, and the mechanism of the construction project manager’s emotional intelligence on team effectiveness remains unexplored. This knowledge gap is addressed by developing a model that illuminates how construction project manger’s emotional intelligence can affect team effectiveness via the mediation of team cohesion and the moderation of project team duration. A questionnaire survey was utilized to gather information from construction project teams across 156 leader-member dyads in the Chinese construction industry. The results reveal that construction project manager’s emotional intelligence is positively related to team effectiveness and the team cohesion mediates this cause and effect. Further, project team duration moderates the relationship between team cohesion and effectiveness. This study offers new insight into how project manager can better lead team members toward desired team outcomes from a team perspective and makes an explorative effort in investigating the “time” role in construction project management.

Highlights

As the project-based organization increased in importance (Bourouni et al, 2014), so did the reliance on project teams
The project manager group was invited to fill in the emotional intelligence scale and the information of project team duration, and the team member group was invited to fill in the team cohesion and team effectiveness scale
Reliability and validity were checked for testing the measurement model

Summary

Introduction

As the project-based organization increased in importance (Bourouni et al, 2014), so did the reliance on project teams. Most work in the construction industry is performed and relies on project teams (Braun et al, 2012). Construction projects have been perennially considered one of the most troublesome contexts to lead people effectively to improve work output and achieve success (Potter et al, 2018). Recent developments in teamwork have increased the need to explore better ways to utilize teams and achieve effectiveness in the CPM’s EI on Team Effectiveness construction sector (Azmy, 2015). Leaders and followers develop a process that uses diverse perspectives on problems and criteria for evaluating solutions to make complex and innovative decisions and produce excellent performance, attitudes, and behaviors (Chowdhury, 2005; Mathieu et al, 2008). Some studies focus on the contribution of team effectiveness to construction project performance (e.g., Azmy, 2015); few studies explored the antecedent factors of project team effectiveness

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