Lloyd-Walker, Beverley and Turner, Rebecca (2008) Emotional intelligence (EI) capabilities training: can it develop EI in project teams? International Journal of Managing Projects in Business, 1 (4). pp. 512-534. ISSN 1753-8378

Abstract

Purpose – The importance of emotional intelligence (EI) for management success has been established. This paper aims to examine the influence of increased EI capabilities on project success. Design/methodology/approach – This paper first examines the literature in relation to EI then reports on a case study conducted in the defence contracting sector in the USA. The qualitative, case study approach is supported by pre- and post-training surveys. Regression analysis was conducted to test the effect of the training on EI competencies and the impact of the increase in competencies on employee satisfaction and project success. Findings – Results of the case study and survey indicate that developing EI capabilities will contribute to increased project management success. Research limitations/implications – The research reported upon in this paper is limited to one organisation within the defence contracting industry in the USA. Practical implications – The aim of every project leader is to develop their intended project benefit. The results of the study reported in this paper will have implications for project leaders and project team members as it provides insights into capabilities which have the potential to further improve project performance. Originality/value – Although the value of EI skills for employees, especially managers and supervisors, has been established, no specific study of the impact of these skills on project performance, using pre- and post-tests, has previously been reported. It will provide a valuable point of comparison for similar research in other non-defence contracting environments to build a body of knowledge on EI and project performance.

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