Abstract
PurposeAs a crucial soft skill, emotional intelligence (EI) is reported to have many benefits, yet it remains largely unexplored in construction project management. The purpose of this paper is to explore further application of project manager's EI to improve project performance.Design/methodology/approachA questionnaire‐based survey covering 112 project managers in construction is used to determine project managers’ EI, and relate that to the performance of their most recent projects, as well as examine the moderating effects of international involvement and contract type.FindingsResults indicate high expressions of six EI factors in project performance of large and complex scale; whereas the effects of self‐confidence and teamwork have not been confirmed. Additionally, international involvement and contract type are found to moderate the relationships between certain EI factors and project performance.Practical implicationsThe paper makes recommendations on selection and appointment of project managers to construction organizations; meanwhile it assists project managers in recognizing the significant competencies that cater for large and complex construction projects.Originality/valueIn this paper, the EI model is modified especially for project managers, to make up for the deficiency of project managers’ EI framework, as well as the project performance criteria for construction projects. Then an analysis takes place of the key EI dimensions or competencies on project performance, which contributes to the body of project managers’ EI.
Published Version
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