Emotional Intelligence and Its Relationship to Transformational Leadership and Key Project Manager Competences

By N. Clarke. 2010

280 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3d5f0e39983df6abda2ec73fecc1157d9086e895

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Generation Z: Fitting Project Management Soft Skills Competencies—A Mixed-Method Approach (2020, background): “Clarke [41] found that emotional intelligence (EI) ability measures and empathy explained project manager competencies of teamwork, attentiveness, and conflict management.”
The challenge of transactional and transformational leadership in projects (2014, background): “…for factors that define successful project leaders (Zimmerer and Yasin, 1998), more recent research draws onmore advanced leadership theories such as transformational leadership (Barber and Warn, 2005; Clarke, 2010; Keegan and Den Hartog, 2004; Strang, 2005, 2011) to study leadership in projects.”
The mediation role of leadership styles in integrated project collaboration: An emotional intelligence perspective (2018, background): “The relationship between EI and leadership in project management has been investigated at different levels (Gardner and Stough, 2002; Butler and Chinowsky, 2006; Clarke, 2010).”
From Every Direction–-How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success (2013, background): “The study and importance of emotional intelligence have been given consideration in the project management literature (Adams & Anantatmula, 2010; Clarke, 2010; Othman, Abdulah, and Ahmad, 2009; Geoghegan & Dulewicz, 2008).”
The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective (2017, methodology): “The importance of emotional intelligence has been studied in the project management literature (Adams & Anantatmula, 2010; Clarke, 2010; Othman, Abdulah, & Ahmad, 2009; Geoghegan & Dulewicz, 2008).”
Leadership performance is significant to project success or failure: a critical analysis (2012, background): “Furthermore, there is a strong correlation between emotional intelligence and the different styles of leadership, namely transformational leadership, which can additionally promote a projects outcome ( Clarke, 2010”
Manager emotional intelligence and project success: The mediating role of job satisfaction and trust (2016, methodology): “We justify this approach in the context of project management on the basis of research by Clarke (2010) and Müller and Turner (2007), who identified EI as a key ingredient of effective complex project leadership (see also, Sunindijo et al., 2007; Thomas and Mengel, 2008).”