• myGriffith
    • Staff portal
    • Contact Us⌄
      • Future student enquiries 1800 677 728
      • Current student enquiries 1800 154 055
      • International enquiries +61 7 3735 6425
      • General enquiries 07 3735 7111
      • Online enquiries
      • Staff phonebook
    View Item 
    •   Home
    • Griffith Research Online
    • Journal articles
    • View Item
    • Home
    • Griffith Research Online
    • Journal articles
    • View Item
    JavaScript is disabled for your browser. Some features of this site may not work without it.

    Browse

  • All of Griffith Research Online
    • Communities & Collections
    • Authors
    • By Issue Date
    • Titles
  • This Collection
    • Authors
    • By Issue Date
    • Titles
  • Statistics

  • Most Popular Items
  • Statistics by Country
  • Most Popular Authors
  • Support

  • Contact us
  • FAQs
  • Admin login

  • Login
  • Relevant but exaggerated: The effects of emotional intelligence on project manager performance in construction

    Thumbnail
    View/Open
    83632_1.pdf (334.1Kb)
    Author(s)
    Lindebaum, D
    Jordan, PJ
    Griffith University Author(s)
    Jordan, Peter J.
    Year published
    2012
    Metadata
    Show full item record
    Abstract
    The construction industry is traditionally seen as being slow to adopt new management techniques, especially in the domain of human resources. Recent studies have argued that emotional intelligence (EI) may be key to improved project manager performance in construction. Indeed, some researchers have argued that EI improves all types of work performance. We dispute this notion, and argue that context and nature of tasks are neglected issues in studies of EI and performance at work. The construction industry provides a unique context to test this proposition. We collected data using a sample of 55 project managers in the UK ...
    View more >
    The construction industry is traditionally seen as being slow to adopt new management techniques, especially in the domain of human resources. Recent studies have argued that emotional intelligence (EI) may be key to improved project manager performance in construction. Indeed, some researchers have argued that EI improves all types of work performance. We dispute this notion, and argue that context and nature of tasks are neglected issues in studies of EI and performance at work. The construction industry provides a unique context to test this proposition. We collected data using a sample of 55 project managers in the UK construction industry using a cross-sectional survey design. Findings suggest that project managers' levels of EI are linked to most relational performance dimensions. However, project manager EI was not associated with cognitive task related performance dimensions. Therefore, we argue that, while contributing to some aspects of project manager performance, the benefits of EI in this present context should not be overstated. Rather, it should be only one of a set of competencies that are required by successful construction project managers.
    View less >
    Journal Title
    Construction Management and Economics
    Volume
    30
    Issue
    7
    DOI
    https://doi.org/10.1080/01446193.2011.593184
    Copyright Statement
    © 2012 Taylor & Francis. This is an electronic version of an article published in Construction Management and Economics, Volume 30, Issue 7, 2012, Pages 575-583. Construction Management and Economics is available online at: http://www.tandfonline.com with the open URL of your article.
    Subject
    Engineering
    Built environment and design
    Economics
    Organisational behaviour
    Publication URI
    http://hdl.handle.net/10072/49588
    Collection
    • Journal articles

    Footer

    Disclaimer

    • Privacy policy
    • Copyright matters
    • CRICOS Provider - 00233E

    Tagline

    • Gold Coast
    • Logan
    • Brisbane - Queensland, Australia
    First Peoples of Australia
    • Aboriginal
    • Torres Strait Islander