a conceptual framework of emotional intelligence ...as, previous studies have found that people with...
Post on 25-Jun-2020
0 Views
Preview:
TRANSCRIPT
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
1
A conceptual framework of emotional intelligence, organizational
commitment and project success
Sehrish Saeed Kiania, Noor Ul Hadia
a “Department of Leadership and Management Studies
Faculty of Contemporary Studies, National Defence University, Islamabad”
ABSTRACT
This conceptual paper is an endeavor to propose a set of influencing paths associated with
project success. As, previous studies have found that people with high Emotional Intelligence
(EI) have greater job performance which positively affect organization’s performance.
Taking clue from these relationships, we proposed a conceptual model. By hypothesizing that
the association between EI and project success is considerable. Furthermore, the relationship
between EI and project success is explained by organization commitment. Since, the ability
to manage behavior and navigate social complexities inside an origination lead to
organizational commitment which in turn affect project success. To sum up, we conclude that
providing relevant understanding among employees regarding EI is a strategic attempt which
positively influences project success even in dynamisms. These literature-based findings
have considerable implications for academics as well as for HR practitioners.
Keywords: Emotional intelligence, project success, organizational commitment.
1. INTRODUCTION
The increase in the growth of the
industry and the globalization, there
has been seen increasing in the
complexity of the projects in different
sectors. The challenges attached to
these projects are also significant in
nature. Every complex project is
believed to be one of its own kind
(Sauser et al., 2009), it is therefore, the
issues attached to projects could be
irregular and uncertain in nature.
Additionally, such large projects have
attached strong public and political
attentions because of their great impact
on the society, environmental and the
culture (Whitty & Maylor, 2009).
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
2
However, success of the projects is
deteriorated due to late completions,
deviation from the objectives and
overrun of the cost (Change et al.,
2013; Willian and Samet, 2010), let us
take an example of FIFA World Cup
2014, where the estimated budget
exceeded the limit from 1 billion to 11
billion. Also, Denver International
Airport got delayed due to exceeding
budget by 200%. (Willian & Samet,
2010) there have been researches
conducted where the main problem in
the projects has been caused due to the
issues of managerial skills (Sauser et
al., 2009)
Here comes the role of the project
management skills along with leadership
skills, which determine the success of the
project (Muller et al., 2012). In building
the argument, there can be seen the central
role of the emotions in this regard as how
different leaders and the managers manage
their emotions during their daily routine.
Jordon and Lindebaum (2015)
“incorporate the factor of emotions in the
research”, we draw the concept of
emotional intelligence (EI) in the study.
There have been extensive researches
going on which has highlighted the role of
the emotional intelligence (EI) in the
success of the project (PS).
Mazur et al (2014) have argued
that higher level of the emotional
intelligence (EI) has been able to solve the
problems. However, how much the
emotional intelligence (EI) influences the
project success (PS) remains unknown.
Muller & Jugdev (2012) argued that in
order to understand the successful
relationship between the EI and PS, there
is need to find out the variable(s) which
explain this relationship. However, there
has been evidences highlighted on the
significant relationship between the
emotional intelligence (EI) and the
organizational commitment (OC) while the
mediating role of the organizational
commitment (OC) on the relationship
between emotional intelligence (EI) and
project success (PS) in the context of
Pakistan is not that much know. People
with higher emotional intelligence (EI)
show commitment towards their
organization. Such people show concern
towards the feelings of the other and also
help coworkers at workplace. The
researchers also suggest that emotional
intelligences (EI) grow with the education
which make the person to strengthen their
organizational commitment (OC) as well.
(Hosseini & Zirak, 2016)
We are arguing that our study will
contribute to the body of knowledge as it
will propose a conceptual model which
might be helped to find out the mechanism
with the help of which emotionally
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
3
intelligent people may contribute toward
the project success (PS).
2. LITERATURE REVIEW
2.1 Emotional intelligence (EI)
Salovey and Mayer (1990) were one of
the first who work on the emotional
intelligence (EI) and defined it as “ability
to monitor the feelings and emotions of
one self and other and be able to
discriminate among them and use them to
guide the thinking and actions” (p. 189),
emotional intelligence (EI) has been
identified as one of the necessary
managerial skills ever since this work
came out. Studies highlighted, how
significant influence of manager’s iteration
has on the other. This influence is
particular seen in case of the complex
projects (e.g., Joseph & Newman, 2010;
Clarke, 2010; Caruso & Salovey; Muller &
Turner, 2010). There has been evidence in
the literature on the effectiveness of the
emotional intelligence with the managerial
effectiveness (O’Boyle et al., 2011).
The literature has highlighted that
“effective project management is not only
done by the hard skills but there is role of
the emotions regulation as well” (Fisher,
2011). Mazur at al. (2014) and Muller and
Turner (2007) highlighted the role of the
emotional intelligence (EI) of managers in
context of the project management and
particularly these researches has
highlighted that “project’s manager’s
ability to understand and regulate their
emotions in oneself and other helps them
to achieve high quality results along with
effective relationship with different
stakeholders”.
2.1.1 Emotional Intelligence (EI) and
Project Success (PS)
Liderbaum and Jordan (2014)
highlighted that emotional experience of
people changes with time depending on
the work behaviors and work experiences.
However, employee at the working
environment face both type of emotions;
negative and positive. Positive emotions
have positive influence on the employee
and helps them to perform better (Mayer et
al, 2008; Sy et al, 2006), however negative
emotions give rise to frustration and
irritation along with anger which also
reduce the ability to perform up to their
capabilities and thus decrease in
performance could be noticed (Fisher,
2003; Von Glinow et al, 2004),
“emotionally intelligent project managers
are more likely to express their emotions
positively” (Peslak, 2005) this helps the
project managers to effectively
communicate with the employee and also
to address the challenging tasks in creative
way. Project managers with high
emotional intelligence have positive
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
4
impact on the employee and also have
positive role in the troubleshooting
because they provide solutions to solve
different problems faced by employee
(Mount, 2006), different researchers have
found out the relationship between the
emotional intelligence (EI) and the project
success [(PS) (Clarke, 2010, Mazur et al,
2014; Muller & Turner, 2010)].
Muller and Turner (2010) have
highlighted that “emotional intelligence
increase the chance of the project success
especially in the larger and complex
projects”. Thomas and Mengal (2008)
highlighted that project managers who
score high in the emotional intelligence
(EI) have positive impact on the project
execution and they can overcome negative
feelings very fast. Clark (2010) also
focuses on the importance of the emotional
intelligence (EI) in determine the
effectiveness of the manager’s
effectiveness. Emotional intelligence (EI)
according to him act as way to determine
how to behave in any situation. Supporting
this result, Thomas and Mengal (2008)
also said that lack of emotional
intelligence (EI) adds in to the frustration
and the tension in the project setting.
2.1.2 Emotional Intelligence (EI) and
Organizational Commitment (OC)
Shafiq & Rana (2016) in their study argued the
“significant relationship between the
emotional intelligence and organizational
commitment”. The positive relationship
between the variables proves that people with
high emotional intelligence are more
committed and also have good working
relationship with their colleagues and are more
tolerant to emotional pressure as well. They
“can handle the odd feelings without losing
their temper and can deal the conflict in better
ways”. People with higher emotional
intelligence (EI) have high level of affective
and normative commitment to the organization
where they are working. The commitment of
the person toward organization becomes
continuous until the person retires or leaves
the organization. People also show normative
commitment as they feel obliged and morally
bound to the organization as well.
Naderi and Sodani (2010) conducted an
experimental study which investigated
“the effects of the interpersonal skills
training on the organizational commitment
(OC) and emotional intelligence (EI) in the
context of Iran” while the result highlight
that interpersonal skill helps in the
enhancing the emotional intelligence (EI)
and organizational commitment (OC) of
the person as well.
Salami (2008) conducted a study to
“highlight the relationship between the
emotional intelligence (EI) and
organizational commitment (OC) in the
industrial sector of Nigeria”. Results
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
5
highlighted that emotional intelligence
does predict the organizational
commitment (OC) where it suggested that
people must consider the factor of the EI
while planning programs of the staff
development and for aiming to enhance
the organizational commitment of the
workers.
Guleryuz et al. (2008) studied the
“intervening impact of the job satisfaction
in correlation to the emotional intelligence
and organizational commitment”. The
positive relationship was found out
between the emotional intelligence (EI)
and the organizational commitment (OC)
as people having high emotional
intelligence tend to be more committed to
the organizations. However, this
“significant relationship could be best
demonstrated at introduction of another
variable”.
2.2 Project Success (PS) or Project
Performance
Project success (PS) in the complex
project has always been an issue because
of their timeframe of completion and their
size (Toor & Ogrunlana, 2010: Wang &
Huang, 2006), The scholars however
defined the project success (PS) in context
of the project management and has
considered two important component
necessary to define the project success
which are success criteria and critical
success factors (Muller & Jugdev, 2012;
Turner & Zolin, 2012). success factors
usually focus on the objectives measures
such as cost, quality and the timeframe for
completion (Pinto & Slevin, 1987) these
objective measures have been criticized
when used to define the project success
(PS) of the complex projects. The reason
behind their criticism is the use of overly
simplistic constructs in defining the
complex and bigger projects which has
involved extensive experience during their
execution (Toor & Ogrunlana, 2010),
however Jugdev & Muller (2005) have
argued that these objective measures fail to
address the other broader factors such as
strategic management in project and the
behavioral skills. Critical success factor
(CSF) being the second important factor in
defining the project success (PS). These
factors however represent more real and
progressive approach in defining the
project success [(PS) (Jugdev & Muller,
2005; Pinto, 1990)].
Turner and Zolin (2012) in their
research argued that these success factors
can be measured during the execution of
the project which is prior to end of project
unlike other success criteria such as time,
cost and quality. These success factors
help to assess the real progress of the
project as well.
We proposed Pinto and Slevin’s
(1987) approach, which used manager’s
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
6
rating of the critical success factors
(CSFs). These factors have also been
identified by Jugdev and Muller (2005) as
one of the important factor to measure the
success. Taking lead from Mazur et al.
(2014), Procaccino et al. (2005) and
Rezvani et al. (2016) we are focusing on
four project success factors that are
regarded as people related and are (a)
effective communication with the internal
and external stakeholders, (b)
troubleshooting, (c) clear project mission
and (d) the support from top management
(Pinto, 1990)
There have been various researches
which have highlighted the importance of
these four factors in defining the project
success. Couillard (1995) highlighted the
role of the communication and
troubleshooting in defining the project
success of complex and high-risk projects.
Additionally, Belout and Gauvereau
(2004) also highlighted the role of the
clear project mission and troubleshooting
to be contributor of the project success
(PS) during the execution. In the recent
literature, Davis (2014) and Mazur et al.
(2014) have also identified he role of these
four factors as the indicator of the project
success in context of the complex projects.
2.2.1 Project Success (PS) and
Organizational Commitment (OC)
There has been evidence in the research on
the direct relationship between
organization commitment (OC) and
project success (PS). Other researchers
also found that organizational commitment
(OC) does lead to project success (PS).
The study revealed that if the
organizational has the good climate it
would emotionally attach the employee to
the organization and this would make the
environment to carry out work in favor of
the organization and will lead to the
project success. The employee in this
scenario feel obligations towards the
organization and make the situation better
in the organization as well. (Abdel-Razek,
2011).
The researches have also witnessed
that if the person is committed towards the
organization no matter what the motive
behind the commitment is, the project has
the more chance of success than those who
don’t feel connected to the organization
and does not really care what happens in
the organization. There are various factors
which leads towards the organizational
commitment (OC) in this manner and that
include better communication, positive
climate, collaboration, mutual trust and
active engagement of the employee in the
group task (Viswanathan, 2015)
2.3. Organizational Commitment (OC)
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
7
Three dimensions of organizational
commitment were identified by Myer and
Allen (1991) i.e., affective, normative and
continuance. Affective commitment (AC)
is related to the emotional attachment of
the person to the organization. Normative
commitment (NC) “refers to the values
and norms of the society where doesn’t
affect person’s commitment to
organization” whereas continuance
commitment (CC) “refers to the continuing
the support of the organization due to
perceived cost of opportunity is attached
upon leaving the organization”.
2.3.1 Affective commitment (AC)
Affective commitment (AC) argues about
“the emotional attachment of the person to
the organization” (Allen & Mayer, 1990)
in the context, Allen & Meyer (1990)
argued that individual improve the
emotional ties with the organization with
time, especially those and at time when
they want organization to achieve its
objectives. The people with high affective
commitment (AC) stay at the organization
for a longer due to having positive feelings
about the organization and also from the
employment relationship they have at
workplace. Along with this, it is expected
that this positive feeling in the
employment relationship is derived by the
senior management who are emotionally
intelligence and have worked to make
person affectively commit to the
organization.
2.3.2. Continuance commitment (CC)
Another component of the organizational
commitment (OC) is the continuance
commitment (CC), the idea of the
continuance commitment is taken from the
Becker’s (1960) theory of commitment.
According to the theory, the employee
who work for a longer time at an
organization considered as investment of
the organization and cost high when that
person leaves organization. The
investment is in the form of time, work
effort and the skills. This type of
commitment is concerned with the cost
organization pay when people leave
organization, the cost of leaving the
organization is linked with the interest of
the person and the employer at the
organization. The mutual interest of the
employer and the employ present the idea
of the social exchange theory which argues
that people enter into the relationship with
the organization they are working for, and
this is done in order to maximize their
benefits (Blau, 1964).
2.3.3 Normative commitment (NC)
The third factor of the organizational
commitment (OC) is normative
commitment (NC) “which is more
concerned with the feelings of moral
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
8
bonds with the organization”. Normative
commitment (NC) refers to “the moral
compulsion of the people toward their
organization” because of the organization
invested in them. (Randall & Cote, 1990)
O’ Reilly and Chatman (1986) defined
normative commitment (NC) “in the
context of the values”, while Jaros et al.
(1993) “considered normative commitment
(NC) as moral obligation”.
.
Some of the researcher haven’t considered
normative commitment (NC) as important
factor of organizational commitment (OC)
and has given multiple arguments to prove
their point. According to Newman,
Thanacoody & Hui (2011) “normative
commitment depends on the prior attitudes
and the values of the person even before
joining the organization”.
3. Material and Method
The conceptual framework is going to be
built for this paper where research
evidence from the previous study will be
taken to discuss and built the relationship
between the variables.
Fig i: A conceptual framework of
emotional intelligence, organizational
commitment and project success
4. INTERPRETATION AND
SIGNIFICANCE
The analysis of the theories and
previous studies explore that there has
been “significance relationship between
the emotional intelligence (EI) and project
success” (PS). Rezvani et al. (2016) argues
that EI is linked to the PS in a positive
way. However, the research also
highlighted that “this relationship is
complex in nature and cannot be fully
explained in straight forward manner”.
Emotional intelligent project managers
develop trust with the team and hence
contribute toward the project success (PS)
and this association is reflected in the
critical success factors (CSFs) such as
mission clarity, communication and
support from the top management.
Rezvani et al. (2016) further explains that
“traditional view of direct effect of the
emotional intelligence (EI) on the project
success (PS) only tells one side of the
story”. However, the projects with the
difficult situations when handled Emotional
Intelligence
Organizational
Commitment
Co
Comitment
Project Success
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
9
emotionally intelligently produce the
positive outcome.
Adeyemu (2007) studied “the
correlation of job satisfaction with
organizational commitment (OC) with
moderating role of the emotional
intelligence”. The result found out that
emotional intelligence (EI) had positive
and significant amount of impact on the
organizational commitment (OC) where
the EI could work as moderator for the
OC. whereas study highlighted that
emotional intelligence (EI) skills and
competencies are useful to understand the
organizational commitment (OC) in the
organization.
Petrides and Furnham (2006)
highlighted “the relationship between the
emotional intelligence (EI) and the
organizational commitment” (OC) where
other studies highlighted that higher the
EI, higher will be OC with lowering
degree of the stress.
The results of the different studies
suggest that there has been great role of
the EI in finding out the project success
(PS). However, for further explain this
relationship we hypothesized the
mediating role of the organizational
commitment (OC). Thus, we can play our
parts as how to increase the chance of the
project success (PS) through management
of the emotions other than technical issues.
This would help to address and bring the
mediating role of the organizational
commitment (OC) into the limelight.
However, there is need to introduce
programs which would enhance the
emotional intelligence (EI) and the
organizational commitment (OC) and in
return would add in to project success.
3. REFERENCES
Abdel -Razek, W. A. (2011), Factors
affecting the effectiveness of the job
performance of the specialists
working in the youth care at Helwan
University”, World Journal of Sport
Sciences, 4 (2), 116-125.
Allen, N., Meyer, J. (1990). The
Measurement and Antecedents of
Affective, Continuance, and
Normative Commitment to the
Organization, “Journal of
Occupational Psychology”, 63, 1-18,
Adeyemu, D. A. (2007). Emotional
Intelligence and the Relationship
between Job Satisfaction and
organizational commitment of Employee
in Public Parastatals in Oyo State,
Nigeria. Pakistan Journal of Social
Sciences, 4(2), 324-330.
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
10
Becker, H. S., (1960). Notes on the
Concept of Commitment, American
Journal of Sociology”, 66, 32-40
Blau, P. M. (1964). Exchange and Power
in Social Life. John Wiley, New
York.
Belout, A., Gauvreau, C. (2004). Factors
influencing project success: the
impact of human resource
management. International Journal
of Project Management. 22 (1), 1–
11.
Caruso, D. R., Salovey, P. (2004). The
Emotionally Intelligent Manager:
How to Develop and Use the Four
Key Emotional Skills of Leadership.
John Wiley & Sons, New Yor
Clarke, N., (2010). Emotional
intelligence and its relationship to
transformational leadership and key
project manager competences.
Journal of Project Management, 41
(2), 5–20.
Couillard, J. (1995). The role of project
risk in determining project
management approach. Journal of
Project Management, 26, 3–15.
Chang, A., Chih, Y.Y., Chew, E.,
Pisarski, A. (2013).
Reconceptualising mega Project
success in Australian Defence:
recognizing the importance of value
Co-creation. International journal of
Project Management, 31 (8), 1139–
1153.
Davis, K. (2014). Different stakeholder
groups and their perceptions of
project success. International journal
of project management, 32 (2), 189–
201.
Dvir, D., Ben-David, A., Sadeh, A.,
Shenhar, A. J. (2006). Critical
managerial factors affecting defense
projects success: a comparison
between neural network and
regression analysis. Eng. Appl.
Journal of Artificial intelligence, 19
(5), 535–543
Fisher, C.D., (2003). Why do lay people
believe that satisfaction and
performance are correlated? Possible
sources of a commonsense theory.
Journal of organizational behavior,
24 (6), 753–777.
http://dx.doi.org/10.1002/job.219.
Fisher, E. (2011). What practitioners
consider to be the skills and
behaviours of an effective people
project manager? International
journal of Project Management. 29
(8), 994–1002
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
11
Guleryuz, G, Guney, S., Aydin, E. M. &
Asan, O. (2008) The Mediating Effect of
Job Satisfaction between Emotional
Intelligence and organizations
Commitment of Nurses: A
Questionnaire Survey International
journal of Nursing Studies 45, 1625-
1635
Gamble, J., Huang, Q. (2008).
Organizational Commitment of
Chinese Employees in Foreign-
Invested Firms, “International
Journal of Human Resource
Management”, 19 (5), 896-91
Hosseini, S. E., & Zirak, M. (2016). The
relationship between emotional
intelligenceAnd organizational
citizenship behavior and
Organizational commitment in city
secondary school teachers Torbat-h.
International Research Journal of
Applied and Basic Sciences, 10 (7),
962-971
Jordan, P.J., Lindebaum, D. (2015). A
model of within person variation in
leadership: emotional regulation and
scripts as predictors of situationally
appropriate leadership. Leadersh. Q.
26, 594–605.
Jaros, S., Jermier, J., Koehler, J., Sincich,
T. (1993) Effects of Continuance,
Affective and Moral Commitment on
the Withdrawal Process: An
Evaluation of Eight Structural
Equations Models, Academy of
Management Journal, 36, 951-995,
Joseph, D.L., Newman, D.A. (2010).
Emotional intelligence: an
integrative meta-analysis and
cascading model. Journal of Applied
Psychology, 95 (1), 54.
Lindebaum, D., Jordan, P.J., (2014).
When it can be good to feel bad and
bad tofeel good: exploring
asymmetries in workplace emotional
outcomes. Journal of Human
relation, 67, 1037–1050.
Jugdev, K., Müller, R. (2005). A
retrospective look at our evolving
understanding of project success.
Journal of Project management, 36
(4), 19–31.
Mayer, J. D., Salovey, P., Caruso, D. R.,
(2008). Emotional intelligence: new
ability or eclectic traits? Am.
Psychol. 63 (6), 503
Mazur, A., Pisarski, A., Chang, A.,
Ashkanasy, N. M. (2014). Rating
defence major project success: the
role of personal attributes and
stakeholder relationships. Int.
Journal of Project Management, 32
(6), 944–957.
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
12
Müller, R., Jugdev, K. (2012). Critical
success factors in projects: Pinto,
Slevin, and Prescott—the elucidation
of project success. Int. J. Manag.
Projects Bus. 5 (4), 757–775
Mayer, J. D., Salovey, P., Caruso, D. R.
(2008). Emotional intelligence: new
ability or eclectic traits? Am.
Psychol. 63 (6), 503.
Müller, R., Turner, J. R., (2007).
Matching the project manager's
leadership style to project type.
International journal of project
management, 25 (1), 21–32
Müller, R., Turner, R. (2010). Leadership
competency profiles of successful
project managers. International
journal of project management, 28
(5), 437–448.
Mount, G. (2006). The Role of Emotional
Intelligence in Developing
International Business Capability: EI
Provides Traction. Linking
Emotional Intelligence and
Performance at Work, 97–124.
Meyer, J. P., Allen, N. J. (1991). A
Three-component Conceptualization
of Organizational Commitment,
“Human Resources Management
Review”, 1, 61-89,
Newman, A., Thanacoody, R., Hui, W.
(2011). The Impact of Employee
Perceptions of Training on
Organizational Commitment and
Turnover Intentions: A Study of
Multinationals in the Chinese Service
Sector, International Journal of
Human Resource Management, 22
(8), 1765-1787
Naderi, N. & Sodani, M. (2010). The Effect
of Training of Interpersonal Skills of
Emotionall Intelligence on Job
Satisfaction and organizational
commitment in Employees of Industrial
Company. Advances in Business-
Related Scientific Research Journal
(ABSRJ), 1(2), 109-118
O’Reilly, C. A., Chatman, J. (1986).
Organizational Commitment and
Psychological Attachment: The
Effects of Compliance,
Identification, and Internalization on
Pro-social Behavior, “Journal of
Applied Psychology”, 71, 492-9.
O'Boyle, E. H., Humphrey, R. H.,
Pollack, J. M., Hawver, T.H., Story,
P .A. (2011). The relation between
emotional intelligence and job
performance: a meta-analysis.
Journal of Organizational Behavior,
32, 788–818
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
13
Pinto, J. K., (1990). Project
implementation profile: a tool to aid
project tracking and control.
International journal of Project
management, 8 (3), 173–182.
Pinto, J. K., Slevin, D. P. (1987). Critical
factors in successful project
implementation. IEEE Trans. Eng.
Manag. 1, 22–27.
Peslak, A. R. (2005). Emotions and team
projects and processes. Team
Perform. Manag, 11 (7/8), 251–262.
Procaccino, J. D., Verner, J. M., Shelfer,
K. M., Gefen, D. (2005). What
dosoftware practitioners really think
about project success: an
exploratorystudy. J. Syst. Softw. 78
(2), 194–203.
Pich, M. T., Loch, C. H., Meyer, A. D.,
(2002). On uncertainty, ambiguity,
and complexity in project
management. Manag. Sci. 48 (8),
1008–1023
Petrides, K. V., & Furnham, A. (2006).
The Role of Trait Emotional
Intelligence in a Gender-Specific
Model of Organizational Variables.
Journal of Applied Social
Psychology, 36(2), 552–569.
Randall, D. M., Cote, J. A. (1991).
Interrelationships of Work
Commitment Constructs, “Work and
Occupations”, 18, pp. 194-211.
Rezvani, A., Chang, A., Wiewiora, A.,
Ashkanasy, M., N., Jordan. J. P., &
Zolin, R. (2016). Manager emotional
intelligence and project success: The
mediating role of job satisfaction and
trust. International Journal of
Project Management 34, 1112–1122
Sauser, B. J., Reilly, R. R., Shenhar, A.
J., 2009. Why projects fail? How
contingency theory can provide new
insights—a comparative analysis of
NASA's Mars Climate Orbiter loss.
Int. J. Proj. Manag. 27 (7), 665–679.
Salovey, P., Mayer, J. D. (1990).
Emotional intelligence. Imagination
Cogn. Pers. 9 (3), 185–211.
Sy, T., Tram, S., O'Hara, L. A. (2006).
Relation of employee and manager
emotional intelligence to job
satisfaction and performance. J.
Vocat. Behav.68 (3), 461–473.
Shafiq, M., & Rana, A. R. (2016).
Relationship of Emotional
Intelligence to Organizational
Commitment of College Teachers in
Pakistan. Eurasian Journal of
Educational Research, 62, 1-14
Salami O. Salami. (2008). Demographic and
Psychological Factors Predicting
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
14
organizational Commitment among
Industrial Workers. Anthropologist,
10(1), 31-38
Thomas, J., Mengel, T. (2008). Preparing
project managers to deal with
complexity—advanced project
management education. Int. J. Proj.
Manag. 26 (3), 304–315.
Thompson, T. L. (2008). The
Relationship between Job
Satisfaction and Project Success: A
Quantitative Study of Project
Managers in Houston, Texas.
Unpublished doctoral dissertation,
Capella University.
Toor, S.-u.-R., Ogunlana, S. O. (2010).
Beyond the ‘iron triangle’:
stakeholder perception of key
performance indicators (KPIs) for
large-scale public sector
development projects. Int. J. Proj.
Manag. 28 (3), 228–236.
Turner, J. R., Müller, R. (2004).
Communication and co-operation on
projects between the project owner
as principal and the project manager
as agent. Eur. Manag. J. 22 (3), 327–
336.
Turner, J. R., Zolin, R. (2012).
Modelling success on complex
projects: multiple perspectives over
multiple time frames. J. Project
Manag. 87–99
Von Glinow, M. A., Shapiro, D. L.,
Brett, J. M., (2004). Can we talk, and
should we? Managing emotional
conflict in multicultural teams. Acad.
Manag. Rev. 29 (4), 578–592.
Viswanathan, R. (2015). A Study on the
Impact of Organizational Climate On
Project Success Among Software
Engineers In It Sector. Indian
Journal of research, 4 (7), 387-390
Wang, X., Huang, J. (2006). The
relationships between key
stakeholders' project performance
and project success: perceptions of
Chinese construction supervising
engineers. Int. J. Proj. Manag. 24
(3), 253–260.
Whitty, S. J., Maylor, H. (2009). And
then came complex project
management (revised). Int. J. Proj.
Manag. 27 (3), 304–310.
Williams, T., Samset, K. (2010). Issues in
front-end decision making on
projects. Proj. Manag. J. 41 (2), 38–
49.
Yao, X., Wang, L. (2006). The
Predictability of Normative
Organizational Commitment for
Turnover in Chinese Companies: A
MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan
15
Cultural Perspective, “International
Journal of Human Resource
Management”, 17(6), 1058-107
top related