A Survey on the Role of Emotional Intelligence in Construction Project
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paper_title: Primal Leadership: The Hidden Driver of Great Performance.

paper_content:

of emotional intelli-gence at work began toreceive widespread atten-tion, we frequently heardexecutives say – in the samebreath,mind you–“That’s incred-ible,”and,“Well,I’ve known that allalong.” They were responding to ourresearch that showed an incontrovert-ible link between an executive’s emotional maturity,exempliﬁed by such capabilities as self-awareness andempathy, and his or her ﬁnancial performance. Simplyput, the research showed that “good guys”– that is, emo-tionally intelligent men and women – ﬁnish ﬁrst.We’ve recently compiled two years of new researchthat, we suspect, will elicit the same kind of reaction.People will ﬁrst exclaim, “No way,” then quickly add,“But of course.”We found that of all the elements affect-ing bottom-line performance, the importance of theleader’s mood and its attendant behaviors are mostsurprising. That powerful pair set off a chain reaction:The leader’s mood and behaviors drive the moods andbehaviors of everyone else. A cranky and ruthless bosscreates a toxic organization ﬁlled with negative under-achievers who ignore opportunities; an inspirational,inclusive leader spawns acolytes for whom any challengeis surmountable. The ﬁnal link in the chain is perfor-mance: proﬁt or loss.Our observation about the overwhelming impact ofthe leader’s “emotional style,”as we call it,is not a whole-sale departure from our research into emotional intelli-gence. It does, however, represent a deeper analysis ofour earlier assertion that a leader’s emotional intelligencecreates a certain culture or work environment. High lev-els of emotional intelligence,our research showed,createclimates in which information sharing,trust,healthy risk-taking, and learning ﬂourish. Low levels of emotionalintelligence create climates rife with fear and anxiety.Because tense or terriﬁed employees can be very produc-tive in the short term,their organizations may post goodresults, but they never last.Our investigation was designed in part to look at howemotional intelligence drives performance–in particular,at how it travels from the leader through the organiza-tion to bottom-line results.“What mechanism,”we asked,“binds the chain together?”To answer that question, weturned to the latest neurological and psychological re-search. We also drew on our work with business leaders,observations by our colleagues of hundreds of leaders,andHay Group data on the leadership styles of thousands ofexecutives.From this body of research,we discovered thatemotional intelligence is carried through an organizationlike electricity through wires. To be more speciﬁc, theleader’s mood is quite literally contagious, spreadingquickly and inexorably throughout the business.We’ll discuss the science of mood contagion in moredepth later, but ﬁrst let’s turn to the key implications ofour ﬁnding.If a leader’s mood and accompanying behav-iors are indeed such potent drivers of business success,then a leader’s premier task–we would even say his primaltask – is emotional leadership. A leader needs to makesure that not only is he regularly in an optimistic, au-thentic, high-energy mood, but also that, through hischosen actions, his followers feel and act that way, too.Managing for ﬁnancial results, then, begins with theleader managing his inner life so that the right emotionaland behavioral chain reaction occurs.Managing one’s inner life is not easy,of course.For manyof us, it’s our most difﬁcult challenge. And accuratelygauging how one’s emotions affect others can be just asdifﬁcult.We know of one CEO,for example,who was cer-tain that everyone saw him as upbeat and reliable; his di-rect reports told us they found his cheerfulness strained,even fake,and his decisions erratic.(We call this commondisconnect “CEO disease.”) The implication is that primalleadership demands more than putting on a game faceevery day. It requires an executive to determine, throughreﬂective analysis, how his emotional leadership drivesthe moods and actions of the organization,and then,withequal discipline, to adjust his behavior accordingly.That’s not to say that leaders can’t have a bad day orweek: Life happens.And our research doesn’t suggest thatgood moods have to be high-pitched or nonstop – opti-mistic,sincere,and realistic will do.But there is no escap-ing the conclusion that a leader must ﬁrst attend to theimpact of his mood and behaviors before moving on tohis wide panoply of other critical responsibilities. In thisarticle,we introduce a process that executives can followto assess how others experience their leadership, and we
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paper_title: Human Abilities: Emotional Intelligence

paper_content:

Emotional intelligence (EI) involves the ability to carry out accurate reasoning about emotions and the ability to use emotions and emotional knowledge to enhance thought. We discuss the origins of the EI concept, define EI, and describe the scope of the field today. We review three approaches taken to date from both a theoretical and methodological perspective. We find that Specific-Ability and Integrative-Model approaches adequately conceptualize and measure EI. Pivotal in this review are those studies that address the relation between EI measures and meaningful criteria including social outcomes, performance, and psychological and physical well-being. The Discussion section is followed by a list of summary points and recommended issues for future research.
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paper_title: Loosening the Gordian knot: the role of emotional intelligence in construction

paper_content:

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...
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paper_title: Cognition and Decision Making in Construction Engineering and Management: A Case of Construction Project Contract Negotiation

paper_content:

Cognition is defined as a faculty for the processing of information, applying knowledge, and changing preferences. Increasing cognition research in management science indicates the significance of leveraging cognitive science to improve decision-making; however, little research has been conducted within the construction engineering management (CEM) community. Construction project contract negotiation plays an important role in CEM, which is also the key to the initial operation of the whole project. Many factors influence construction project contract negotiation including the goal of the negotiation, trust relationships, cooperation and so on. Using a fuzzy cognitive map (FCM) method, this paper investigates the factors which affect contract negotiation. The fuzzy cognitive map for the contract negotiations is established from the perspective of the contractor. This cognitive map analyzes the construction project contract negotiation behaviors and gives new methods for seeking a breakthrough in negotiations.
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paper_title: Primal Leadership: Realizing the Power of Emotional Intelligence

paper_content:

If…you have yet to think about the power of emotions in the workplace, Primal Leadership is mandatory reading. Daniel Goleman of Rutgers University joins with Richard Boyatzis, of Case Western Reserve and Annie McKee of the University of Pennsylvania to expand upon the benefits of emotional intelligence described in Daniel Goleman’s best selling book Emotional Intelligence (1995). Primal Leadership makes a case for emotionally attuned leaders and why they bring out more in their employees than commanding and pace-setting leaders. We learn that successful leaders resonate on an emotional level with their employees, whereas dissonant leaders by contrast, have shortcomings that undermine their firm’s potential for success.
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paper_title: Working with Emotional Intelligence

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The secret of success is not what they taught you in school. What matters most is not IQ, not a business school degree, not even technical know-how or years of expertise. The single most important factor in job performance and advancement is emotional intelligence. Emotional intelligence is actually a set of skills that anyone can acquire, and in this practical guide, Daniel Goleman identifies them, explains their importance, and shows how they can be fostered.
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paper_title: Leadership Complexity and Development of the leaderplex Model

paper_content:

Researchers have considered cognitive, social, and behavioral aspects of leadership, but except for Zaccaro (1996a, 1996b), not all three simultaneously. A comprehensive treatment of all three aspects in one model enhances the understanding of leadership. We review research in the areas of cognitive, social, and behavioral complexity and propose an integrative framework—the Leaderplex Model. We set forth propositions to stimulate integrative, empirical leadership research in such areas as diversity, global organizations, team-based organizations, charisma, and hierarchy.
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paper_title: Emotions and Leadership: The Role of Emotional Intelligence

paper_content:

This paper suggests that feelings (moods and emotions) play a central role in the leadership process. More specifically, it is proposed that emotional intelligence, the ability to understand and manage moods and emotions in the self and others, contributes to effective leadership in organizations. Four major aspects of emotional intelligence, the appraisal and expression of emotion, the use of emotion to enhance cognitive processes and decision making, knowledge about emotions, and management of emotions, are described. Then, I propose how emotional intelligence contributes to effective leadership by focusing on five essential elements of leader effectiveness: development of collective goals and objectives; instilling in others an appreciation of the importance of work activities; generating and maintaining enthusiasm, confidence, optimism, cooperation, and trust; encouraging flexibility in decision making and change; and establishing and maintaining a meaningful identity for an organization.
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paper_title: Loosening the Gordian knot: the role of emotional intelligence in construction

paper_content:

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...
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paper_title: Loosening the Gordian knot: the role of emotional intelligence in construction

paper_content:

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...
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paper_title: The Emotional Intelligence of Transformational Leaders: A Field Study of Elected Officials

paper_content:

Participants were 80 elected public officials in the United States and 3-6 direct-report staffers for each leader. Together they composed 388 leader-member dyads. The authors surveyed them to explore the relationship between emotional intelligence and transformational leadership. The authors considered the 80 officials as leaders and the staffers as members. The present results showed that the emotional intelligence of the leaders shared significant variance with self-perceptions and rater-perceptions of transformational leadership. The present results also somewhat support the predictive value of emotional intelligence in antecedent leadership field research.
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Title: A Survey on the Role of Emotional Intelligence in Construction Project

Section 1: Introduction
Description 1: This section introduces the purpose of the study and the importance of improving project performance in the construction industry, emphasizing how emotional intelligence (EI) can contribute to success.

Section 2: The concept of emotional intelligence
Description 2: This section explains the origins and definitions of emotional intelligence, including the various dimensions and models proposed by different researchers.

Section 3: Measures of EI
Description 3: This section details the different methods and instruments developed to measure emotional intelligence and discusses their validity and applications.

Section 4: The Role of Emotional Intelligence in Construction Project Performance
Description 4: This section explores the specific roles and benefits of emotional intelligence in enhancing performance within construction projects.

Section 5: EI and construction managers
Description 5: This section discusses how emotional intelligence is crucial for construction managers, impacting their decision-making, leadership, and conflict resolution skills.

Section 6: The concept of leadership
Description 6: This section examines the relationship between leadership and emotional intelligence, explaining how EI is an essential aspect of effective leadership within the construction industry.

Section 7: Key leadership characteristics in construction project
Description 7: This section identifies and explains key leadership traits such as transformational and charismatic leadership, and how these are influenced by emotional intelligence.

Section 8: EI and teamwork in construction industry
Description 8: This section investigates the role of emotional intelligence in fostering effective teamwork and collective performance in construction projects.

Section 9: Conclusions
Description 9: This section summarizes the findings and implications of the survey, highlighting how emotional intelligence can enhance the effectiveness of construction projects and suggesting areas for further research.