Zhang Qi, Hao Shengyue
School of Economics and Management, Beijing Jiaotong University, Beijing, China.
Front Psychol. 2022 Mar 3;13:845791. doi: 10.3389/fpsyg.2022.845791. eCollection 2022.
The emotional intelligence of a construction project manager plays an essential role in project management, and recent developments in teamwork have increased the need to explore better ways to utilize teams and achieve effectiveness in the construction sector. However, research that holds the team-level perspective in emotional intelligence studies is lacking, and the mechanism of the construction project manager's emotional intelligence on team effectiveness remains unexplored. This knowledge gap is addressed by developing a model that illuminates how construction project manger's emotional intelligence can affect team effectiveness the mediation of team cohesion and the moderation of project team duration. A questionnaire survey was utilized to gather information from construction project teams across 156 leader-member dyads in the Chinese construction industry. The results reveal that construction project manager's emotional intelligence is positively related to team effectiveness and the team cohesion mediates this cause and effect. Further, project team duration moderates the relationship between team cohesion and effectiveness. This study offers new insight into how project manager can better lead team members toward desired team outcomes from a team perspective and makes an explorative effort in investigating the "time" role in construction project management.
建筑项目经理的情商在项目管理中起着至关重要的作用，并且团队协作方面的最新发展增加了探索更好方法以利用团队并在建筑行业实现有效性的需求。然而，在情商研究中缺乏从团队层面视角进行的研究，建筑项目经理的情商对团队有效性的作用机制仍未得到探索。通过开发一个模型来解决这一知识空白，该模型阐明了建筑项目经理的情商如何通过团队凝聚力的中介作用和项目团队持续时间的调节作用来影响团队有效性。通过问卷调查从中国建筑行业的156个领导-成员二元组的建筑项目团队中收集信息。结果表明，建筑项目经理的情商与团队有效性呈正相关，并且团队凝聚力在这一因果关系中起中介作用。此外，项目团队持续时间调节了团队凝聚力与有效性之间的关系。本研究从团队角度为项目经理如何更好地带领团队成员实现期望的团队成果提供了新见解，并在调查“时间”在建筑项目管理中的作用方面做出了探索性努力。
