PPT & Speech draft for Case study
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THE RELATIONSHIP BETWEEN THE EMOTIONAL
INTELLIGENCE LEVEL AND THE EFFECTIVENESS OF A
PROJECT MANAGER: THE CASE OF JORDAN
Afnan R Alawneh 1 , Rateb J Sweis
2
1 MBA, Dep. of Business Administration, University of Jordan, Amman, Jordan, E-mail:
miss.afnan@yahoo.com, a.alawneh@ju.edu.jo.
2 Professor, Dep. of Business Administration, University of Jordan, Amman, Jordan, E-mail:
rateb_sweis@yahoo.com, r.sweis@ju.edu.jo.
Abstract
Emotional intelligence (EI) is concerned with how to influence towards achieving certain goals, thus, a
project manager (PM) should be able to read others and direct them to get the best out of them. To do so a
project manager should possess some EI skills. This paper investigates the relationship between the EI
level of a project manager and how it contributes to his/her effectiveness in managing projects. Data is
collected through a questionnaire consisting of three parts (Demographic, EI scale, Manager
Effectiveness). EI is measured through a scale based on previous studies. The scale divides EI into 5 main
components. The results show that there is a positive relationship between EI level of a project manager
and his/her effectiveness in managing the project, and to what extent desired outcomes are achieved.
Keywords: Project Management, Emotional Intelligence, Effectiveness, Leadership, Jordan.
1. Introduction
Recently, a new paradigm of research fields has focused on EI (Emotional Intelligence) as a significant
factor that affects leadership, project management, motivation and many other managerial fields. About
88% of project managers spend more than half of their working time interacting with others (Strohmeier,
1992), trying to manage conflicts and build relations with others during the project time span to insure
achieving the organization goals, this indicates the importance of the intangible assets of an organization
that contribute to its competitive advantage (Jugdev et al, 2013).
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Project managers need to handle stress effectively, especially where the success of an endeavor is
threatened by the deadlines stress, changing requirements and different opinions about the project.
Therefore, the project manager must deal professionally with this stress, otherwise, he will damage his
reputation as well as the reputation of the project management organization (Kirkland, 2011; Sadri, 2012).
EI is more and more being recognized as an important issue in the workplace, (Goleman 1995, 1998),
Goleman defines the social skills as the ability to get the desirable responses from others. The human side
has been identified as a critical component of the project managers’ role and their success (Cleland, 1995;
Cooke-Davies, 2002). Five significant studies appeared in literature investigating EI relationship with
project managers and leadership: (Butler and Chinowsky, 2006; Leban and Zulauf, 2004; Mount, 2006;
Mullar and Turne, 2007; Sunindijo et al., 2007), (Clarke, 2009). In these studies they investigated the
relationship between leadership styles of construction project managers and emotional intelligence (EI)
and concluded that delegating, open communication, and proactive behavior could bring positive
outcomes to the organization and help to achieve expected goals efficiently, those studies have concluded
many points; First, EI should be taken into consideration when selecting new recruitments due to a strong
positive relationship those studies detected between EI and management success. Second, EI has a strong
effect on performance in project management and can lead to enhance it, where managers should focus on
results more than activities by inspiration and motivation. Third, managers’ traits such as intellectual,
personality, and emotional skills and competencies are factors that lead to either success or failure of
projects. Finally, high level of EI can generate good leadership behaviors like delegation, and good
communications, thus having good outcomes of the projects. (Butler and Chinowsky, 2006; Leban and
Zulauf, 2004; Mount, 2006; Mullar and Turner, 2007; Sunindijo et al. , 2007)
As a team member, it’s important to understand the emotions of others. An effective approach for such
purpose is that a project manager takes the time to ask questions that show appreciation for the teammates’
concerns, and this appreciation can be powerful in empowering employees who feel unheard (Combe,
2009). In terms of project management the lack of understanding of other team members will sabotage the
mission of the project. A recent paradigm method indicates that helping the clients develop a project
mission and provide needed resources will help in avoiding negative and unconscious emotions
(Sutherland, 2006). Similarly studies have revealed that emotionally intelligent managers are able to come
up with more creative ideas (Sunindijo and Hadikusumo, 2013). Also EI is very important tool that can be
used for integrating the team efforts (Cacamis and El-Asmar, 2013).
It is important to know that EI doesn’t replace the intellectual intelligence but complements it. In another
word EI is not something new, it’s something that we all do have, but we have to know how to use it in
order to reach the success we are striving for. EI includes being authentic with respect to others’ emotions
and ideas.
This study focuses on identifying the relationship between EI and the effectiveness of a project manager,
in an attempt to develop and use the EI skills in project management to enhance and improve the projects,
as well as increase the effectiveness of the employees and the project manager.
2. Literature Review
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2.1.Emotional Intelligence Dimensions
The term emotional intelligence started to appear in literature in the late 1980s, early 1990s by Bar-On
(1988), Salovey and Mayer (1990), and Goleman (1995). According to Goleman (1995), the EI concept
described as Emotional Intelligence, is managing feelings so that they are expressed appropriately and
effectively, to enable people to work together toward their common goals. In other words it’s the ability to
master your feelings and influence others' feelings in order to accomplish certain expected goals
(Sunindijo and Hadikusumo, 2013). In addition to emotional intelligence dimensions, another
dimension which is proposed is the leadership behavior, to measure to what extent the leader behavior
(whether the leader of the PMs themselves or the behavior of PMs as leaders to the subordinates) has an
effect on the EI level and the behaviors the team members.
Goleman (1995) shared Salovey and Mayor's view that EI is mainly divided into two categories
(Interpersonal, and Intrapersonal), each of which contains two dimensions: Self awareness: “intuition”,
knowing your feelings and using them in decision making. Self management is how to control the
unfavorable feelings like anxiety and anger. And social awareness the ability to read the nonverbal
reaction cues from others. Finally, the relationship management is the ability to influence the emotions of
others by sensing them, listening and negotiating which helps to improve the bonds and reduce conflicts
(Goleman, 1998 ; Sunindijo et al, 2007).
According to Tabish & Jha (2012) success traits are constructed of human factors and management
actions, in which the study suggests that management should pay more attention to the human factors, by
selecting competent employees and assuring the best understanding of these factors by management. As a
good manager should be able to find the best environment for the team members to encourage them to
work with their best performance abilities towards the goals of a project.
2.2.Project Management Effectiveness
A successful project is achieved by observing the cost, schedule, quality, and satisfaction of the
participants, where the project outcomes should meet the expectations of the clients (Goleman, 1998 ;
Nwagbogwu, 2011 ; Ika et al, 2012 ; Hwang & Lim, 2013).When speaking of project manager
effectiveness, emphasis is placed on timely completion of work, quality of work, and compliance with the
company’s norms and values while trying to affect an employee’s performance, organizational
punishments, and incentives (Jones, 2012). To achieve effectiveness, a project manager has to be a
successful leader of his project team members; consequently he/she should be aware of resource
management. Such a major resource is the human factor (members of the team). So it’s required that a
project manager should be able to manage this resource effectively to gain a competitive advantage for
his/ her company and achieve what is expected at the end of the project (Metha, 2005).
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Davis (2011) found that only 41% of the projects at IBM were able to meet their objectives on time,
budget, and quality. Of course this shows that there is a need to do more research in project management,
and improve knowledge and awareness of it.
Nowadays, organizations have to broaden their activities beyond efficiency and focus on effectiveness.
Using social networking, the effectiveness can be increased and enhanced through combining skills and
competencies from different parties and gain a collective effort that leads to high performance
(Chinowsky et al, 2010). According to Hwang & Lim (2013), quality was ranked higher than cost and
schedule but it is still hard to reveal an exact mean for desired quality. Therefore a PM should be aware
that quality plays a vital role in customer satisfaction, which can threaten the success and reputation of
any organization.
2.3.EI and Project Management
EI is a major skill that a project manager must acquire, introduce and promote to the organization.
Managers require different skills (technical, interpersonal, and conceptual). Managing a situation
effectively requires the ability to sense employees’ need and analyze their behavior (Abuyaghi, 2005).
Williams (2007) studied the relationship between EI and effective management and found that what
managers do and how they make decisions is affected by the personality of the manager.
Goleman (1995) defines the social skills as the ability to get out the desirable responses from others, as it
is one of the PM responsibilities to get the best performance and results. The social skills constitute a very
significant factor in a project’s success. Human factors were found to affect the decision making,
especially through delegation, trust, commitment, coordination. Better understanding by management will
decrease any failure possibility (Tabish & Jha, 2012).
Based on Goleman findings; Cleland (1995); and Cooke-Davies (2002); discovered that the human side
has been identified as a critical component of the project managers' role and their success. Open
communication is very important to get the best out of people (Rahim, 1992; Goleman, 1998), which
affects the effectiveness and competencies of a PM and leads him/ her to succeed.
According to the Center for Creative Leadership researchers (2001), the higher the level of emotional
intelligence the better the performance in many areas, “co-workers seemed to appreciate the managers’
ability to control their emotions, and leaders are more likely to be seen as participative, composed, and
balanced”. In terms of project management, the lack of understanding of other team members will
sabotage the mission of the project. A recent paradigm method indicates that helping the clients develop a
project mission and providing needed resources will help avoid negative and unconscious emotions
sabotage for the mission (Sutherland, 2006). Project managers with high EI use rewarding, delegating,
open communication, participating more often than managers with lower EI scores. Similarly,
Dasborough and Ashkanasy (2003) revealed that leaders who provided encouragement to their employees
were perceived by employees to be the most effective (Sunindijo et al, 2007 ; Yoon, 2008 ; Jones, 2012).
Butler and Chinowsky (2006); Leban and Zulauf (2004); Mount (2006); Mullar and Turner (2007); and
Sunindijo et al. (2007), investigated EI relationship with management and leadership. They concluded
that delegating, open communication, and proactive behavior could ensure positive outcomes to the
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organization and help to achieve expected goals efficiently.
It’s imperative for a team member to understand the emotions of others. Thus, success of the project can’t
be accomplished unless the manager gains the trust, commitment, and loyalty of the team members
(Martin, 2008). An effective approach for a project manager is to take the time to ask questions that show
appreciation for the teammates’ concerns, and this appreciation can be powerful in empowering
employees who feel unheard (Combe, 2009). This side is important because it contributes to the project
success as much as the technical side. Success can be achieved by investing in those who execute the
project (Cacamis & El Asmar, 2013).
Additionally, two thirds of the IT projects failed to meet the three main categories of success and
effectiveness (Time, Budget, Quality) and scope, due to the lack of the project managers soft skills in
dealing with people and employees (Khiz, 2010). It was found that project managers with high emotional
intelligence are accommodating and collaborative in conflict management and always try to find a
win-win situation to satisfy all parties involved. Besides, they are more flexible in adjusting their conflict
resolution styles, thus increasing the satisfaction of all parties and getting better performance and
outcomes (Carmeli, 2003 ; Sy et al, 2006 ; Sunindijo and Hadikusumo, 2013).
3. Methodology
The research aims at examining the relationship between the emotional intelligence level of a project
manager and his/her effectiveness. The literature review demonstrated that, although there have been
many studies in the area of emotional intelligence as a requirement in the field of management, few
published works relate directly to project management field. Reviewing the literature provided a basis for
the identification of emotional intelligence components and project manager effectiveness in term of cost,
time, and quality of the project. A questionnaire consisting of three parts (Demographic, EI scale based
on Goleman Model, and Manager Effectiveness survey) is constructed to collect data. Furthermore, SPSS
was used to investigate the relationship between emotional intelligence and project managers’
effectiveness. The research field of this study is comprised of the Jordanian consultation companies for
project management, that are registered in Amman Chamber of Commerce and counted (59) company.
3.1.The suggested model of the research
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Figure 1: The Relation between Emotional Intelligence and PM effectiveness
This frame was constructed based on the literature review and specifically on:
* (Working with Emotional Intelligence, Goleman D 1999).
*(The Role of Emotional Intelligence In Leadership Effectiveness: A Meta analysis, Ashleigh D. Farrar
2009), and (Project Management Effectiveness as A Construct, Sheila M. Smith 2007).
* (The effect of emotional intelligence on Emotional competence and transformational leadership,
Kirkland 2011)
* (Emotional Intelligence for Managing Conflicts in the Socio-Cultural Norms of the Thai Construction
Industry, Sunindijo and Hadikusumo 2013)
3.2.Sampling and Data Collection
The questionnaire is comprised of three main parts (Demographic, EI scale built based on Goleman
Model (Goleman, 1995,1998; Farrar, 2009; Sunindijo, 2013) and Manager Effectiveness survey (Doe,
2004; Smith, 2007). The questionnaire was delivered by hand to the targeted companies and respondents
were personally briefed on the main purpose of the questionnaire. The population of the study consisted
of the PMs working for consultation project management companies numbering 59 company in total, with
a total number of 150 PMs employed by these companies. 100 questionnaires were delivered by hand
to respondents and we were able to collect only 85 questionnaire. Consequently, this makes the response
rate 85%.
3.3.Validity and reliability
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The questionnaire was sent to professors and practitioners who have the knowledge about the research
topic to assess and arbitrate its content.
To insure reliability Cronbach's alpha was used to measure of internal consistency, which indicates how
closely, related a set of items or as a group. The results are shown in table (1)
Table 1: The Reliability statistics- Chronbach’s alpha values
Scale item Cronbach's alpha value No of item
Social awareness 68% 6
Self-awareness 80% 5
Self-management 69% 5
Relationship management 68% 5
leadership behavior 78% 4
Manager effectiveness 69% 15
All items 75% 40
Based on table 1 above, the overall reliability equals 0.75, which is considered acceptable for the research
purpose. The reliability of the items used to measure the variables is relatively high; on the other hand,
most of the questionnaire items were taken from previous scales like Goleman’s scale of EI (1995). So its
reliability and validity is already tested.
3.4.Variables and Measures
The first part was used to measure the EI level of a project Manager throughout 4 paragraphs with total of
25 questions to measure each of the EI components namely, Social awareness, Self awareness,
Relationship management, and Self management. The respondents were asked to indicate their level of EI
using a five points Likert scale where (Never=1, Seldom=2, sometimes=3, frequently=4, Always=5.
The second part measures the effectiveness of the project managers. The questions focused on three
aspects mainly; whether the project is delivered on time, whether the project is finished within the
estimated budget, and whether the project outcomes met the quality desired by the customers. Likert scale
was used again with (strongly agree=5, agree=4, neutral=3, disagree=2, strongly disagree=1).
A multiple regression has been carried out to find the relationship between the EI components and the
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project manager effectiveness, and Pearson test was carried out to find the direction of the relation
between each EI component and the independent variable.
4. Findings and Discussion
4.1.Characteristics of the sample (Companies)
Table 2 shows the breakdown of the sample of studied companies according to their capital. Companies
owing capital in access of (30,000) JDs, formed highest percentage (49.5%) of the sample study.
Table 2: breakdown of the sample of studied companies according to their capital
Capital of the company Percent in the sample study
(30,000) JDs or more (49.5%)
(20,000 - less than 30,000) JDs (9.1%)
(10,000 - less than 20,000 JDs) (28.8%)
equal or less than (10.000) JDs (12.6%)
100%
The number of project managers ranges in the sample companies from 3 up to 10 PMs, were the annual
volume of projects ranged from 3 to more than 11 per year.
4.2.Characteristics of the Study's Respondents
Table 3: The respondents' percentage in the sample according to the gender
Category Frequency Percentage %
Male 44 76%
Female 14 24%
Total 58 100%
Table 3 shows that most of the project managers in the targeted companies are males accounting for 76%
of total respondents. Moreover, the sample showed respondents are 50 years old or younger, hold a
bachelor degree or higher, and have at least 6 years experience in the field.
4.3.Relative importance of each dimension of EI according to the mean of the sample results
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Mean of the 5-point Likert scale used in this study equals 3, (1+2+3+4+5/5=3),(3) meaning that 3
represents a medium level, less than 3 is a low level, and greater than 3 is a high level.
Table 4: The relative importance of the main variables
Variables Means Std. deviations Degree of importance
Independent variables
Social Awareness 4.00 .52 Relatively positive
Relationship management 3.72 .597 Relatively positive
Leadership behaviors 3.98 .705 Relatively positive
Self Awareness 3.77 .728 Relatively positive
Self Management 3.63 .666 Relatively positive
dependent variables
Project Manager
Effectiveness
3.94 .537 Relatively important
The results showed that the degree of influence for EI elements used in this study is relatively positive,
since the means were higher than 3 and their standard deviations were lower than 1 for all variables.
Consequently, all variables have a high degree of influence on the PM's effectiveness.
4.4.Hypotheses testing and findings
NULL hypothesis: There is no positive statistical relation between the EI level and project manager
effectiveness
The results of testing of the main hypothesis are demonstrated in tables 5 and 6.
Table 5: The Model Summary
Mode
l
R R Square Adjusted R
Square
Std. Error of the Estimate
1 .470a .221 .146 .49640
a. Predictors: (Constant), Self Management, social awareness, self awareness, relationship management, and leadership behavior
Table 6: Analysis of variance for the study model (ANOVA)
Model Sum of
Squares
df Mean
Square
F Sig. Result
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1
Regression 3.632 5 .726 2.948 .020b Reject
Residual 12.813 52 .246 The null
hypothesis
Total 16.445 57
a. Dependent Variable: Project Manager Effectiveness
b. Predictors: (Constant), Self Management, social awareness, self awareness,
relationship management, and leadership behavior
The multiple correlation coefficient R= 47% indicates that there is a positive correlation between EI
elements and PM effectiveness; it demonstrates that the independent variables and dependent variable
change in the same direction. The multiple correlation coefficients gauge how well the model predicts the
observed data.
R square represents the variability in PM's effectiveness. The value of R 2 =22% indicates the amount of
variations in PM's effectiveness that is explained by the EI elements. It also means that the higher the EI
level, the higher the PM effectiveness. Although the value is not large but this is explained by the small
sample size, and since the sample is census sample it is hard to enlarge it, so the R 2
doesn’t suffer the low
value in this case. The adjusted R 2 reflects the strength and generalizability of the model.
The (ANOVA) analysis shows that F-ratio = 2.948 which is significant at p<.05 (Alpha in this case is
significant at .020).This result shows that there is less than a 0.05% chance that an F-ratio of this value
would happen by chance alone. It follows that there is statistically significant effect of EI elements (At
least one of the variables) on PM effectiveness, thus we reject the null hypothesis and accept the
alternative hypothesis which states that there is a relation between EI level and PM effectiveness. The
other part of multiple regression analysis is concerned with testing the effect of each predictor included in
the model (that is beta β) on the dependent variable.
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Table7: Coefficients a
Model Un standardized
Coefficients
Standardized
Coefficients
t Sig. Result of hypothesis
testing
B Std.
Error
Beta
3.280 .675 4.856 .000
Social awareness -.172 .151 -.167 -1.142 .259
Fail to reject the null
hypothesis
Relationship
management -.213 .134 -.237 -1.586 .119
Fail to reject the null
hypothesis
Leadership
behavior .372 .114 .489 3.265 .002
Reject the null hypothesis
Self awareness -.046 .100 -.062 -.462 .646
Fail to reject the null
hypothesis
Self
Management .232 .107 .288 2.166 .035
Reject the null hypothesis
a. Dependent Variable: PM effectiveness
The first part of the table (7) is an estimate of β for each of the independent variables. The β indicates the individual contribution of each predictor (variable) to the model if all other predictors are held constant.
For Leadership behavior and Self management β equals to 50% and 29% respectively compared to the relatively small values of other variables.
We can infer from the values of beta that the variables that have the highest contribution in the model are
the Leadership behavior followed by Self Management. As well as the fact that other variables (Social
Awareness, Relationship Management, and Self Awareness) don’t affect the model. This result may not
seem logical, because according to the literature those variables can affect the dependant variable strongly.
We think this result may be due to the following reasons:
First, the sample size is relatively small since there are only 59 project management consultancy
companies in Jordan. Second, according to Hofstede scale Jordan scored low on the dimension of
uncertainty avoidance, which means that Jordanians tend to be more pragmatic and less emotional. Third,
personal differences among people, as social awareness and self awareness differ from one person to
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another. Finally, from a psychological perspective managers tend to focus on their relations with others
more than self awareness. Many previous studies from the literature recommended more studies in the
field if EI in the project management, besides further research was called for in the literature due to the
lack of studies in this field (Goleman, 1998 ; Butler & Chinowsky, 2006 ; Kasapoğlu, 2011 ;
Nwagbogwu, 2011 ; Alkailani et al, 2012 ;Cacamis et al, 2013 ; Sunindijo, 2013).
5. Conclusions
The main objective of this study was to examine the relation between EI and PMs’ effectiveness. For this
purpose, a census sample of 59 companies specialized in consulting and construction was chosen. The
unit of analyses consisted of PMs mostly having experience of not less than 6 years in project
management. The study focused on the need for exploring knowledge that can increase the effectiveness
of the project managers as well as enhance the quality of the outcomes by including the soft skills of
project managers in decision making and using their personal abilities to enhance the outcomes of the
projects they manage. Projects are considered to be successful if they meet the budget, schedule (Time),
and quality (Specifications) (Goleman, 1998 ; Khiz, 2010 ;Hwang & Lim, 2013).
Results of this paper showed a significant effect of EI on the PM effectiveness, especially the effect of
(leadership behaviors and Self management). Since we know now that those two are the most important
elements, we can infer that this implies the project management companies in Jordan should focus on
these two elements and try to strengthen other elements of EI by involving their project managers in more
training courses related to EI.
Project management is more than giving orders, organizing and assigning tasks. A good project manager
should gain teammates trust and build good rapport with them, which can lead to overall satisfaction,
increase productivity, and enhance creativity. Adopting EI concepts in management helps to achieve those
goals more easily and efficiently, and increase the ability of a project manager to influence employees to
achieve organization goals. This justifies the new trends of adapting EI as an important skill when
employing new workers or managers besides considering the IQ. ( Goleman, 1998 ; Nwagbogwu, 2004 ;
Butler & Chinowsky, 2006 ; Martin, 2008; Sunindijo & Hadikusumo, 2013)
According to Goleman "For better and worse, intelligence can come to nothing when emotions hold
sway" (Goleman, 1998).
6. Recommendations:
The correlation between the two constructs namely; emotional intelligence and PM’s effectiveness was
relatively strong with about 50%. As organizations focus on the preparation of the next generation of
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CEOs and managers, it is important to consider EI in the selection criteria during recruiting. In addition
current staff should be trained, to insure they are using their soft skills effectively.
Among the dimensions of EI, Leadership behavior and Self awareness are most influential. Since the
study examines the project managers and their effectiveness. Concerning the other three dimensions that
didn’t show any effect on the managers’ effectiveness, training courses or workshop focusing on these
dimensions should be undertaken by project management companies, to increase the awareness of PMs
and employees in this field and enhance their abilities in these dimensions.
Further studies and research are encouraged to investigate the effect of emotional intelligence on the
effectiveness of PMs especially in the areas of culture and how it may influence the awareness level of EI
among project managers in Jordan.
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