scholarly journals CORRELATION OF INTERNAL COMMUNICATION WITH EMOTIONAL INTELLIGENCE IN PROJECT TEAMS IN ORGANIZATION “X”

2021 ◽  
Vol 6 ◽  
pp. 540-550
Author(s):  
Maija Zakrizevska Belogrudova ◽  
Lasma Antonova
Keyword(s):  
Emotional Intelligence ◽  
Social Intelligence ◽  
Market Competition ◽  
Project Managers ◽  
Internal Communication ◽  
Project Team ◽  
Project Teams ◽  
Self Management ◽  
Team Members

Nowadays, due to the fierce market competition, the volume, complexity and requirements of projects are increasing, resulting in intensive communication in project teams. Statistics show that one out of five projects is unsuccessful due to ineffective communication. The role of emotional intelligence in project management has been little studied, but it is believed that promoting emotional intelligence can improve internal communication within the project team. The aim of the research was to study the emotional intelligence and internal communication correlation of project managers and team members in organization “X” in order to develop proposals for the management of organization “X” for promoting emotional intelligence and improving internal communication. The emotional intelligence of project managers and team members was measured by using a survey of emotional and social intelligence competencies. Internal communication in project teams was assessed by using a survey based on aspects of effective internal communication within the project team. The results of the study showed that there is a statistically significant and strong correlation between emotional intelligence of project managers and team members and internal communication in project teams. “Self-management” and “social awareness” or the ability to adapt to other people were identified as the most important competencies of emotional intelligence which are required in order to improve internal communication. 

scholarly journals Intellectual intelligence and emotional intelligence of project manager

2021 ◽  
Vol 907 (1) ◽  
pp. 012022
Author(s):  
G Reinaldo ◽  
A Andi ◽  
V Ong
Keyword(s):  
Emotional Intelligence ◽  
Analytical Hierarchy Process ◽  
Construction Project ◽  
General Information ◽  
Project Managers ◽  
Project Manager ◽  
Project Team ◽  
Mean Values ◽  
Team Members ◽  
Hierarchy Process

Abstract Intellectual and emotional intelligences are two important competences of project managers for the success or failure of a construction project. This study aims to investigate how often project managers utilize these two intelligences in running their project. It will also take a look the intelligence that construction personnel expect more from their project manager. The research was conducted by distributing questionnaires to construction personnel that were working on ongoing projects. The results show that the project managers use both intellectual and emotional intelligences, with mean values of 4.20 and 4.12 respectively. Meanwhile, results from analytical hierarchy process analyses portray that the project team members expect the project managers to exhibit emotional intelligence more than intellectual intelligence with weight of 66.40% and 33.60% respectively. The study also conducts several analyses by using respondents’ and project managers’ general information.

IT outsourcing, knowledge transfer and project transition phases

2019 ◽  
Vol 50 (2) ◽  
pp. 219-246
Author(s):  
Cynthia Denise McGowan Poole
Keyword(s):  
Knowledge Transfer ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Research Software ◽  
Purposeful Sampling ◽  
Study Population ◽  
Opening And Closing

Purpose The purpose of this research was to uncover perceptions of information technology outsourcing (ITO) project leaders and project teams regarding knowledge transfer between client and vendor partners during opening and closing transition phases of ITO projects. Design/methodology/approach Qualitative methods and exploratory case study design were used. Purposeful sampling was used to identify ITO knowledge assets including project team members and organizational documents and artifacts that may provide information regarding the knowledge transfer processes during the transition phases of the ITO project. Sample criteria were ITO project team members from one US-based client organization and the company’s international vendor partners. The study population included project managers, analyst, developers, subject matter experts (SMEs) and other ITO knowledge workers involved in the ITO project from one US-based organization. Interview and document analysis were done using of NVivo Pro 11® research software. Findings Four themes emerged from participant responses relative to the opening and closing phases of ITO projects including KT approaches to plans and processes; KT dependencies relative to IT project team member’s reliance on project tools, processes and artifacts; determinants of KT success or failure relative to project team members’ perceptions; and role of documentation relative to communication and distribution of KT outcomes. Originality/value This research may provide insights into additional aspects of knowledge transfer during ITO transition phases, which may be used by IT leaders and project teams to plan for successful knowledge transfer during the transition phases of ITO projects.

The impact of ethical leadership on project success: the mediating role of trust and knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Saifullah Khalid Kiyani ◽  
Scott B. Dust ◽  
Ramsha Zakariya
Keyword(s):  
Knowledge Sharing ◽  
Leadership Style ◽  
Ethical Leadership ◽  
Project Success ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Equation Modeling ◽  
Content Type ◽  
Team Members

PurposeAlthough the use of project teams is on the rise, there is a limited understanding of how project managers can ensure project team success. Research to date is relatively broad and does not pinpoint how and why leadership influences success in a project team context. Along these lines, we draw from social learning theory to illustrate that ethical leadership influences project success through leader trust and knowledge sharing.Design/methodology/approachWe collected data from 175 project team members from the information technology and software industry to evaluate our hypotheses. The results were analyzed using structural equation modeling.FindingsOur findings support our hypotheses, illustrating that ethical leadership is related to leader trust and knowledge sharing, and that leader trust and knowledge sharing mediate the relationship between ethical leadership and project success.Research limitations/implicationsOur work illustrates that the behaviors inherent in ethical leadership may be particularly well-suited for these project team challenges. Ethical leaders help team members understand that project success is possible when team members are transparent with one another, discussing their goals and challenges, and then working together to ensure their actions are coordinated in a way that increases the success of the overall project.Practical implicationsFor those in industries or organizations where project teams are commonly used, our study may help to attract, select, and retain project managers that exhibit ethical leadership tendencies. Project managers are likely to be attracted to settings that align with their leadership style. Thus, organizations could focus on developing a culture that focuses on process over results.Originality/valueWe sought to align with the contingency approach to leadership, which suggests that the ideal leadership style depends on the followers, and the context in which the leader and followers interact. Specifically, we investigate ethical leadership as an ideal approach for project managers influencing members of their project teams. Our study demonstrates how ethical leadership is an ideal, context-specific approach that project managers can apply to increase the chances of project success.

How Team Emotional Intelligence Connects to Task Performance: A Network Approach

2019 ◽  
Vol 51 (4) ◽  
pp. 492-516
Author(s):  
Hui-Hua Zhang ◽  
Cody Ding ◽  
Nicola S. Schutte ◽  
Rui Li
Keyword(s):  
Emotional Intelligence ◽  
Social Network ◽  
Task Performance ◽  
Project Teams ◽  
Friendship Networks ◽  
Team Members ◽  
Social Network Structure ◽  
Team Task ◽  
Student Projects

Drawing on a social network analysis, we examined the role of social network structure (i.e., friendship network density) as a mediating factor linking team average emotional intelligence (EI) with team task performance and how this relationship is influenced by intrateam trust. The results from 97 teams (466 team members) working on student projects in a business university over a semester indicated that teams with higher average EI exhibit a higher density of friendship networks and better team task performance in contexts characterized by higher intrateam trust. The study increases our understanding of the mechanism through which EI at the team level may affect team performance and provides new insights into how team managers and members might enhance the effectiveness of project teams.

Work Outcomes of Job Crafting Among the Different Ranks of Project Teams

2020 ◽  
pp. 875697282095881
Author(s):  
Rafał Haffer ◽  
Joanna Haffer ◽  
Donna Lynne Morrow
Keyword(s):  
Work Engagement ◽  
Job Design ◽  
Project Managers ◽  
Project Team ◽  
Project Teams ◽  
Job Crafting ◽  
Work Outcomes ◽  
Team Members ◽  
Work Meaningfulness ◽  
The Relationship

This study examined the effects of job crafting on the work meaningfulness and work engagement of project participants of different ranks. Although previous research has shown that job crafting affects employees’ work outcomes, this topic is under-researched in project management settings. Our findings indicate that work meaningfulness partially mediates the relationship between job crafting and work engagement in the case of project team members and fully mediates it in the case of project managers. They suggest the necessity to apply different means to influence productive project behaviors of the two groups studied. These may include, in particular, changing the approach to job design of project team members and focusing on team job crafting work to build more opportunities to job craft.

scholarly journals Exploring the Relationship between Communication and Success of Construction Projects: The Mediating Role of Conflict

2021 ◽  
Vol 13 (8) ◽  
pp. 4513
Author(s):  
Summaira Malik ◽  
Muhammad Taqi ◽  
José Moleiro Martins ◽  
Mário Nuno Mata ◽  
João Manuel Pereira ◽  
...  
Keyword(s):  
Project Success ◽  
Negative Impact ◽  
Positive Impact ◽  
Construction Project ◽  
Project Team ◽  
Relationship Conflict ◽  
Team Members ◽  
Mediating Role ◽  
The Impact

The success of a construction project is a widely discussed topic, even today, and there exists a difference of opinion. The impact of communication and conflict on project success is an important, but least addressed, issue in literature, especially in the case of underdeveloped countries. Miscommunication and conflict not only hinder the success of a project but also may lead to conflicts. The focus of this paper was to examine the impact of communication on project success with the mediating role of conflict. By using SPSS, demographics, descriptive statistics and correlation were determined. Smart PLS version 3.0 was used for confirmatory factor analysis (CFA), internal accuracy and validity estimates, hypothesis checking and mediation testing. The results showed that formal communication has a negative impact on the success of a construction project, resulting in conflicts among project team members, whereas informal communication and communication willingness have a positive impact on project success because people tend to know each other, and trust is developed. Task, process and relationship conflicts were used as mediating variables. It was found that task conflict effects the relations positively because project team members suggest different ways to do a certain task, and, hence, project success is achieved. On the contrary, process conflict and relationship conflict have a negative impact on communication and project success. Both of these conflicts lead to miscommunication, and project success is compromised. Hence, it is the responsibility of the project manager to enhance communication among project team members and to reduce the detrimental effects of process and relationship conflict on project success.

How project managers can encourage and develop positive emotions in project teams

2014 ◽  
Vol 7 (3) ◽  
pp. 449-472 ◽  
Author(s):  
Morten Emil Berg ◽  
Jan Terje Karlsen
Keyword(s):  
Empirical Data ◽  
Positive Emotions ◽  
Project Managers ◽  
Engineering Industry ◽  
Project Teams ◽  
Future Research ◽  
Content Type ◽  
Team Members ◽  
Signature Strengths ◽  
Positive Meaning

Purpose – This study provides insight into how project managers can use leadership tools to encourage and develop positive emotions among the project team members toward greater overall project success. The purpose of this paper is to provide the engineering industry with a closer look at how positive emotions can create good team member relations, reduce stress, develop clearer roles, creativity and joy at the workplace. Design/methodology/approach – The empirical data were obtained using in-depth interviews of three experienced project managers. Findings – The empirical data give insight as to how project managers can use their signature strengths. Additionally, the data also show how they can evolve and draw on positive meaning, positive emotions and positive relations. Various examples of positive meaning, positive emotions, positive relations and signature strengths have been identified and discussed. Research limitations/implications – Future research should apply a more comprehensive research design, for example a survey using a larger sample, so that these findings may be generalized. Practical implications – The paper contributes to portray and analyze positive psychology in a project management setting. Additionally, the paper assists understanding the connections among positive meaning, positive emotions, positive relations and signature strengths by presenting and discussing a model. Originality/value – This research extends current understanding of how project managers use their signature strengths to encourage and develop positive emotions in project teams.

scholarly journals The Role of Enterprise Intelligence through Social Media Support on SMEs’ Performance in Increasing Sales

2021 ◽  
Vol 4 (2) ◽  
pp. 2967-2975
Author(s):  
Doni Sahputra ◽  
Ade Parlaungan Nasution ◽  
Siti Lam’ah Nasution
Keyword(s):  
Social Media ◽  
Emotional Intelligence ◽  
Data Analysis ◽  
Social Intelligence ◽  
Sampling Technique ◽  
Spiritual Intelligence ◽  
And Performance ◽  
Financial Intelligence

This study aims to analyze the effect of entrepreneurial intelligence through the role of social media on the performance of SMEs in increasing sales. The type of research used is explanatory research with Accidental Sampling technique. The number of samples determined was 80 respondents. Data analysis in this study using SmartPLS version 3.0 software. The results showed that entrepreneurial intelligence consisting of elements of financial intelligence, emotional intelligence, social intelligence and spiritual intelligence had an effect on the performance of SMEs through the role of social media, social media had an effect on performance and sales and performance had an effect on sales.

Knowledge Sharing in Project Environments

2021 ◽  
Vol 12 (1) ◽  
pp. 1-17
Author(s):  
Zinga Novais ◽  
Jorge Vareda Gomes ◽  
Mário José Batista Romão
Keyword(s):  
Project Management ◽  
Knowledge Sharing ◽  
Project Managers ◽  
Project Team ◽  
Team Members ◽  
Business Operations ◽  
Successful Execution ◽  
Management Project ◽  
A Company

Projects have been increasingly used in the implementation of organizations' business operations. Knowledge sharing has been considered essential in project environment; therefore, the integration of knowledge management within project management becomes crucial for project success. The objective of this research is to study how knowledge sharing is integrated within the context of a project, and what is the perception of project team members about it. A case study was carried out in a company within the financial sector, focused on a project team of the entity. The results revealed that project managers, other professionals in project management, and the organization itself are very much aware of the importance of knowledge sharing. The results also emphasized that, regardless of the lack of incentives by top management, project team members consider that knowledge sharing highly contributes for a successful execution of projects.

Role of Emotional Intelligence in Academic Achievement

2014 ◽  
pp. 255-263 ◽  
Author(s):  
Tripti Singh ◽  
Manish Kumar Verma ◽  
Rupali Singh
Keyword(s):  
Academic Achievement ◽  
Emotional Intelligence ◽  
Social Intelligence ◽  
Engineering Students ◽  
School Level ◽  
First Year ◽  
First Year Students ◽  
Academic Achievements ◽  
Emotional Intelligence Inventory

The purpose of this study is to see whether there is a relationship between emotional intelligence and academic achievement. The study respondents were B.Tech first year students from the Agra region. Sampling is stratified, making sure that gender, race, socioeconomic status, and abilities are appropriately represented. The respondents are given Emotional Intelligence Inventory (EII–MM), developed by S. K. Mangal and Shubhra Mangal. It consists of 100 items under four scales .The analysis suggests that there is a significant relationship between Emotional Intelligence and Academic Achievement. IQ alone is no more the measure for success; emotional intelligence, social intelligence, and luck also play a big role in a person's success. This study contributes in acknowledging the fact that even engineering students’ academic achievements are attached with Emotional intelligence. Thus, teaching emotional and social skills only at the school level is not sufficient; this can be taught in engineering studies, as well for accomplishing high academic achievements.

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