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Project Manager Trait Emotional Intelligence and Project Success.

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Project Manager Trait Emotional Intelligence and Project Success./
Author:	Thomas, Nicholas A.
Description:	1 online resource (121 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.
Contained By:	Dissertation Abstracts International79-04A(E).
Subject:	Business administration. -
Online resource:	click for full text (PQDT)
ISBN:	9780355555172

Project Manager Trait Emotional Intelligence and Project Success.
Thomas, Nicholas A.

Project Manager Trait Emotional Intelligence and Project Success. - 1 online resource (121 pages)

Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.

Thesis (D.B.A.)

Includes bibliographical references

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' well-being, 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.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780355555172Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Project Manager Trait Emotional Intelligence and Project Success.
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100 1 $a Thomas, Nicholas A. $3 1181228
245 1 0 $a Project Manager Trait Emotional Intelligence and Project Success.
264 0 $c 2018
300 $a 1 online resource (121 pages)
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500 $a Source: Dissertation Abstracts International, Volume: 79-04(E), Section: A.
500 $a Adviser: Cheryl McMahan.
502 $a Thesis (D.B.A.) $c Walden University $d 2018.
504 $a Includes bibliographical references
520 $a 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' well-being, 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.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
650 4 $a Business administration. $3 1148568
650 4 $a Occupational psychology. $3 1179639
655 7 $a Electronic books. $2 local $3 554714
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690 $a 0624
710 2 $a ProQuest Information and Learning Co. $3 1178819
710 2 $a Walden University. $b Business Administration. $3 1148537
773 0 $t Dissertation Abstracts International $g 79-04A(E).
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10742552 $z click for full text (PQDT)