Project Manager Trait Emotional Intelligence and Project Success

Project Manager Trait Emotional Intelligence and Project Success by Nicholas A. Thomas MS, Norwich University, 2008 BS, Buffalo State College, 2002 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2017 Abstract Project success is a measure of both project manager efficacy and stakeholder satisfaction. One of the primary measures of success for construction projects is meeting cost targets and yet recent data indicates up to 9 out of 10 construction projects fail to meet this target. Unsuccessful construction projects can have ramifications that affect project teams, internal stakeholders, customers and the local community. The purpose of this correlational study was to examine the relationship between project managers’ wellbeing, self-control, emotionality, and sociability and project success using Petrides and Furnham’s theoretical framework of trait emotional intelligence. Using the Trait Emotional Intelligence Questionnaire short form self-assessment instrument, data were collected from a sample of 104 construction project managers in the United States who had executed a project in the last 5 years. Data analysis revealed both the combination of the four predictor variables, and the self-control variable taken individually, resulted in a statistically significant relationship to project success at the p < . 05 level with each having a p value of . 001. Hiring managers and organizational leadership can use this information to guide hiring processes and training programs to help improve success rates in the construction industry. Improved project success could result in positive social change through the stabilization of the job market and improved partnerships between construction organizations, local governments, and the community.Project success is a measure of both project manager efficacy and stakeholder satisfaction. One of the primary measures of success for construction projects is meeting cost targets and yet recent data indicates up to 9 out of 10 construction projects fail to meet this target. Unsuccessful construction projects can have ramifications that affect project teams, internal stakeholders, customers and the local community. The purpose of this correlational study was to examine the relationship between project managers’ wellbeing, self-control, emotionality, and sociability and project success using Petrides and Furnham’s theoretical framework of trait emotional intelligence. Using the Trait Emotional Intelligence Questionnaire short form self-assessment instrument, data were collected from a sample of 104 construction project managers in the United States who had executed a project in the last 5 years. Data analysis revealed both the combination of the four predictor variables, and the self-control variable taken individually, resulted in a statistically significant relationship to project success at the p < . 05 level with each having a p value of . 001. Hiring managers and organizational leadership can use this information to guide hiring processes and training programs to help improve success rates in the construction industry. Improved project success could result in positive social change through the stabilization of the job market and improved partnerships between construction organizations, local governments, and the community. Project Manager Trait Emotional Intelligence and Project Success by Nicholas A. Thomas MS, Norwich University, 2008 BS, Buffalo State College, 2002 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University December 2017 Dedication Overcoming the challenge presented by pursuing a terminal degree while balancing the daily requirements of family and career can be daunting. Without the support of my wife Jessica, I could not have accomplished this task. Thank you for your love, understanding and patience with my need to run everything by you multiple times to ensure it makes sense. Acknowledgments I would like to thank Dr. Cheryl McMahan for her unbelievable turnaround time when reviewing my work. Knowing that in a matter of a couple of days I would have constructive, meaningful feedback helped ease the stress inherent in completing a doctoral study. I would also like to thank Clement Nsiah who provided needed direction and assistance in quantitative analysis.