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.
Highlights
The construction industry, as one of the most complex project-based industrial sectors, is in the focus of project management researchers for years
The model was confirmed in the Australian Defense industry and the results showed that Emotional Intelligence (EI) significantly affects the development, quality, and effectiveness of the relationships between project managers and their internal and external stakeholders and affects overall project success
The results demonstrate that project managers with higher emotional intelligence have better relationships with internal and external stakeholders and, better relationships with stakeholders lead to a higher project
Summary
The construction industry, as one of the most complex project-based industrial sectors, is in the focus of project management researchers for years. The authors are persistent in investigating the project manager’s competencies in order to find the competency profile of the ideal project manager working in this industry [1,2]. The reason lies in the fact that an increasing number of projects in the construction industry have failed due to poor project management [3,4]. Technical competencies were considered the most important characteristics of a successful construction project manager, while social competencies were neglected. There is evidence for the change in construction from traditional project management that concentrates on planning and control to new project management that highlights the importance of people and working relationships [1,5]
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