情商与项目管理成功:人际交往能力的中介作用

Q3 Business, Management and Accounting

International Journal of Project Organisation and Management Pub Date : 2020-03-06 DOI:10.1504/ijpom.2020.10027462

Luiz Fernando Lima, Filipe Quevedo-Silva

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引用次数: 2

摘要

本文旨在评估情商、项目管理人际关系能力和成功的项目管理之间的关系;更具体地说，分析管理者技能对情商与项目管理成功之间的直接关系的中介作用。对巴西的119名受访者进行了定量研究。数据分析采用结构方程模型。结果表明，情商与项目经理的人际交往能力、项目经理的人际交往能力和项目管理成功之间存在显著的正相关关系。情商对项目管理成功的影响完全被项目经理的人际交往能力所中介。所提出的模型表明，情商对项目管理的成功没有直接影响。这种影响通过项目经理的人际交往能力间接发生。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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Emotional intelligence and success of project management: the mediating effect of interpersonal skills

This article aims at evaluating the relationship between emotional intelligence, project management interpersonal skills, and successful project management; more specifically, analysing the mediating effect that the manager's skills have on the direct relationship between emotional intelligence and the success of project management. A quantitative study was conducted among 119 respondents in Brazil. Data were analysed using structural equation modelling. The results show a positive and significant relationship between emotional intelligence and the project manager's interpersonal skills and between skills and the success at project management. The influence of emotional intelligence in the success at project management is completely mediated by the project manager's interpersonal skills. The proposed model suggests that there is not a direct effect of emotional intelligence on the success at project management. This effect occurs indirectly, via the interpersonal skills of the project manager.

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来源期刊

International Journal of Project Organisation and Management Business, Management and Accounting-Strategy and Management

CiteScore

1.30

自引率

0.00%

发文量

期刊介绍： The aim of IJPOM is to attract contributions, and especially case studies, from a wide spectrum of academics and practitioners. As managers and business schools are increasingly placing increasing emphasis on strategy implementation issues, a project management approach will undoubtedly become more compelling and thus more acceptable in a wide range of fields. Readership IJPOM''s readership will come from professionals and managers dealing with project management on a daily basis. It also includes academics and researchers from various fields (business administration, economics and social sciences) concerned with the topic as well as policy makers and project planners in the field of business, commerce and industry. Contents IJPOM publishes original, theoretical, conceptual and empirical papers on a wide range of issues about project management. It also includes best practice examples as well as technical reports on the latest project management tools. Topics covered include Pre-project activities Project proposals/initial analysis, conception/design, management models Post-deployment review/documentation Engineering, production, service, construction projects Public sector programmes/campaigns, public/private sector partnerships Consultancy projects, public relations campaigns Mergers/acquisitions, outsourcing, alliances Particular events, humanitarian aid programmes, disasters projects Virtual projects, web-based PM, open-ended projects Communication/collaboration, negotiation skills, risk assessment/management Current/emerging standards, facilities/equipment support, quality assurance/testing Goals/objectives setting, budgeting, time/cost estimating HRM challenges, staffing, organisation change projects Opportunity management, marketing/branding strategies, measurement/metrics Project coordination/scheduling/governance, knowledge management.