Potter, E M; Egbelakin, T; Phipps, R and Balaei, B (2018) Emotional intelligence and transformational leadership behaviours of construction project managers. Journal of Financial Management of Property and Construction, 23(1), pp. 73-89. ISSN 1366-4387
Abstract
Purpose: Existing research has highlighted the need for influential leaders to respond to the evolving social, economic and environmental constraints on the construction industry. Studies on leadership in other sectors have shown that influential leaders tend to demonstrate a high level of emotional intelligence. Little or no research examining relationships between leadership style and emotional intelligence has been conducted specific to construction project managers. This study aims to identify the prevalent leadership style adopted by construction project managers and investigate potential correlations between leadership style and emotional intelligence. Design/methodology/approach: An online questionnaire including a mix of open and closed questions was adopted to address the research objectives. The group studied comprised project managers currently working in the construction industry in New Zealand and the UK. Findings: The research found that transformational leadership style is prevalent among project managers examined in this study. Significant positive relationships were found between project managers' emotional intelligence and their likelihood of adopting a transformational leadership style. Originality/value: The research results provide the construction industry with a benchmark against which individuals with high emotional intelligence, and so most suited to the challenges of the project management role, can be identified and trained. Recommendations including suitable methods for identifying, recruiting and training project managers, as well as secondment and mentoring options, were suggested for improving leadership capabilities in the construction industry.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | construction project managers; emotional intelligence; leadership; project and team management; transformational leadership style |
| Index terms: | methodology, construction project, questionnaire, mentoring, manager, team management, leadership style, emotional intelligence, construction industry, transformational leadership, option, project management, project manager, New Zealand |
| Subjects: | decision analysis, leadership, industry analysis, research methods, management, project management theory and practice, production management, Geography, training, psychology, data collection methods, profession, practitioner |
| Topics: | Risk Management, Roles and Professions, Research Practice, Geographical Context, Project Management, Organizational Design, Human Resources |
| Descriptive scope: | 4 PCTA |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here