Purpose A perennial problem faced by construction professionals, educators and researchers is what needs to be done to improve project performance? In addressing this question, the need for the switching of lenses from the dominant operations paradigm to one that focuses on organizational behavior is advocated. Emotional intelligence (EI) is a growing area of behavioral investigation which is considered to be positively related to occupational success, satisfaction, emotional health and adjustment. This paper aims to look at its influence. Design/methodology/approach In this paper emotions are examined and the usefulness measures of EI are discussed and critiqued. The paper then looks more closely at the way in which EI may relate to success in a common position within the construction industry, that of the construction manager. Findings Recommendations are made on the ways in which research and practice can contribute to project success through attention to the link between EI and project performance. Practical implications In construction, there is a real need to examine how individuals, teams and the structure of projects influence behavior, if the improvements being sought within the industry are to be realistically achieved. Potentially EI, in conjunction with other assessment tools, could be used by construction organizations to significantly improve the performance of construction managers and their teams. Originality/value Several researchers in construction have begun to examine EI but have limited understanding about its underlying origins and the problems associated with many of the tools that have been developed. The paper provides invaluable guidance about how EI could be used to improve the performance of construction projects.
Stored only when both papers are in the corpus — 80 citations exist upstream.
Imported from OpenAlex (CC0) — nothing here is generated.