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dc.contributor.authorLindebaum, D
dc.contributor.authorJordan, PJ
dc.date.accessioned2017-10-26T01:30:44Z
dc.date.available2017-10-26T01:30:44Z
dc.date.issued2012
dc.date.modified2013-09-02T00:18:09Z
dc.identifier.issn0144-6193
dc.identifier.doi10.1080/01446193.2011.593184
dc.identifier.urihttp://hdl.handle.net/10072/49588
dc.description.abstractThe 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.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.format.extent342145 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglish
dc.language.isoeng
dc.publisherRoutledge
dc.publisher.placeUnited Kingdom
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom575
dc.relation.ispartofpageto583
dc.relation.ispartofissue7
dc.relation.ispartofjournalConstruction Management and Economics
dc.relation.ispartofvolume30
dc.rights.retentionY
dc.subject.fieldofresearchEngineering
dc.subject.fieldofresearchBuilt environment and design
dc.subject.fieldofresearchEconomics
dc.subject.fieldofresearchOrganisational behaviour
dc.subject.fieldofresearchcode40
dc.subject.fieldofresearchcode33
dc.subject.fieldofresearchcode38
dc.subject.fieldofresearchcode350710
dc.titleRelevant but exaggerated: The effects of emotional intelligence on project manager performance in construction
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
gro.rights.copyright© 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.
gro.date.issued2012
gro.hasfulltextFull Text
gro.griffith.authorJordan, Peter J.


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