Emotional Intelligence and Leadership Behavior in Construction Executives

By C. Butler, P. Chinowsky. 2006

175 citations recorded by the source corpus.

Subfields: Social Psychology

View Paper: https://www.semanticscholar.org/paper/5851960929367d03ba28e8d8190ae3272bcf01fa

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In Social Psychology

1. Sudong Ye
2. Nasir Manzoor
3. Rashid Maqbool
4. Yahya Rashid
5. Dirk Lindebaum
6. S. Fielden
7. N. Clarke
8. T. Cao

Citations in the corpus

• 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).”
• Leader empathy, ethical leadership, and relations‐oriented behaviors as antecedents of leader‐member exchange quality (2010, background): “Two studies (Butler and Chinowsky, 2006; Rubin et al., 2005) found that leader empathy was the component of emotional intelligence with the strongest relationship to transformational leadership.”
• The impact of a training programme designed to target the emotional intelligence abilities of project managers (2010, unknown): “…relationships between emotional intelligence and either leadership or project management competences associated with ‘‘human skills”, and have found some promising positive results (Butler and Chinowsky, 2006; Leban and Zulauf, 2004; Mount, 2006; Muller and Turner, 2007; Sunindijo et al., 2007).”
• ‘It’s good to be angry’: Enacting anger in construction project management to achieve perceived leader effectiveness (2011, background): “Still, empirical evidence continues to indicate that construction is surely no ‘touchy-feely’ industry, and that intimate and comfortable relationships are usually not formed between CPMs and subordinates (Butler and Chinowsky, 2006).”
• The Impact of Emotional Intelligence, Project Managers’ Competencies, and Transformational Leadership on Project Success: An Empirical Perspective (2017, background): “This study states that project managers with a positive attitude and optimism for success, who remain attentive to all stakeholders, and respond to the expectations and concerns raised by them, are more successful than their counterparts (Khan, Long, & Iqbal, 2014; Butler & Chinowsky, 2006).”
• Authenticity and its influence on psychological well‐being and contingent self‐esteem of leaders in Singapore construction sector (2009, background): “In the current decade, attention has shifted towards transformational leadership (Chan and Chan, 2005), issues of power (Liu and Fang, 2006), leadership across different cultures (Makilouko, 2004; Toor and Ogunlana, 2008), the leader’s emotional intelligence (Butler and Chinowsky, 2006) and leadersh”
• Emotional Intelligence and Its Relationship to Transformational Leadership and Key Project Manager Competences (2010, methodology): “…have found significant relationships between emotional intelligence and transformational leadership (Barling et al., 2000; Downey, Papageorgiou, & Stough, 2005; Mandell & Pherwani, 2003), as well as a number specifically within project contexts (Butler & Chinowsky, 2006; Leban & Zulauf, 2004).”