Examining the impact of conflict resolution, emotional intelligence on project team performance: A study in the construction industry of Pakistan

In construction development projects, technical knowledge is given considerable weightage, whereas personality traits are not weighted when evaluating the people for the project. Project managers often use confronting and compromising styles to address conflicts, with the level of responsibility influencing their approach. Integrating Social Exchange Theory, the research explores how reciprocal interactions and mutual exchanges among team members contribute to improved collaboration and performance. This research adopted a quantitative research methodology with a deductive approach. The study underscores the integral role of conflict Resolution and Emotional Intelligence in the context of the Project Team's Performance. It highlights that most conflicts occur with newcomers due to their cultural diversity, incompatible goals, scarce resources, and expressed struggle. The study emphasises that a project manager's emotional intelligence, understanding of his employees' emotions, and control over emotions are crucial factors in increasing the project's success. The study offers empirical evidence that supports the importance of reciprocal contacts and mutual benefit in the context of SET. This study provides practical recommendations for improving project management techniques in the construction field. Therefore, this study suggests recruiting project managers with high emotional intelligence to guarantee success.