A conceptual framework of emotional intelligence ...As, previous studies have found that people with high Emotional Intelligence (EI) have greater job performance which positively

MDSRC - 2017 Proceedings, 27-28 December, 2017 Wah/Pakistan

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A conceptual framework of emotional intelligence, organizational

commitment and project success

Sehrish Saeed Kiania, Noor Ul Hadia

a “Department of Leadership and Management Studies

Faculty of Contemporary Studies, National Defence University, Islamabad”

ABSTRACT

This conceptual paper is an endeavor to propose a set of influencing paths associated with

project success. As, previous studies have found that people with high Emotional Intelligence

(EI) have greater job performance which positively affect organization’s performance.

Taking clue from these relationships, we proposed a conceptual model. By hypothesizing that

the association between EI and project success is considerable. Furthermore, the relationship

between EI and project success is explained by organization commitment. Since, the ability

to manage behavior and navigate social complexities inside an origination lead to

organizational commitment which in turn affect project success. To sum up, we conclude that

providing relevant understanding among employees regarding EI is a strategic attempt which

positively influences project success even in dynamisms. These literature-based findings

have considerable implications for academics as well as for HR practitioners.

Keywords: Emotional intelligence, project success, organizational commitment.

1. INTRODUCTION

The increase in the growth of the

industry and the globalization, there

has been seen increasing in the

complexity of the projects in different

sectors. The challenges attached to

these projects are also significant in

nature. Every complex project is

believed to be one of its own kind

(Sauser et al., 2009), it is therefore, the

issues attached to projects could be

irregular and uncertain in nature.

Additionally, such large projects have

attached strong public and political

attentions because of their great impact

on the society, environmental and the

culture (Whitty & Maylor, 2009).


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However, success of the projects is

deteriorated due to late completions,

deviation from the objectives and

overrun of the cost (Change et al.,

2013; Willian and Samet, 2010), let us

take an example of FIFA World Cup

2014, where the estimated budget

exceeded the limit from 1 billion to 11

billion. Also, Denver International

Airport got delayed due to exceeding

budget by 200%. (Willian & Samet,

2010) there have been researches

conducted where the main problem in

the projects has been caused due to the

issues of managerial skills (Sauser et

al., 2009)

Here comes the role of the project

management skills along with leadership

skills, which determine the success of the

project (Muller et al., 2012). In building

the argument, there can be seen the central

role of the emotions in this regard as how

different leaders and the managers manage

their emotions during their daily routine.

Jordon and Lindebaum (2015)

“incorporate the factor of emotions in the

research”, we draw the concept of

emotional intelligence (EI) in the study.

There have been extensive researches

going on which has highlighted the role of

the emotional intelligence (EI) in the

success of the project (PS).

Mazur et al (2014) have argued

that higher level of the emotional

intelligence (EI) has been able to solve the

problems. However, how much the

emotional intelligence (EI) influences the

project success (PS) remains unknown.

Muller & Jugdev (2012) argued that in

order to understand the successful

relationship between the EI and PS, there

is need to find out the variable(s) which

explain this relationship. However, there

has been evidences highlighted on the

significant relationship between the

emotional intelligence (EI) and the

organizational commitment (OC) while the

mediating role of the organizational

commitment (OC) on the relationship

between emotional intelligence (EI) and

project success (PS) in the context of

Pakistan is not that much know. People

with higher emotional intelligence (EI)

show commitment towards their

organization. Such people show concern

towards the feelings of the other and also

help coworkers at workplace. The

researchers also suggest that emotional

intelligences (EI) grow with the education

which make the person to strengthen their

organizational commitment (OC) as well.

(Hosseini & Zirak, 2016)

We are arguing that our study will

contribute to the body of knowledge as it

will propose a conceptual model which

might be helped to find out the mechanism

with the help of which emotionally


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intelligent people may contribute toward

the project success (PS).

2. LITERATURE REVIEW

2.1 Emotional intelligence (EI)

Salovey and Mayer (1990) were one of

the first who work on the emotional

intelligence (EI) and defined it as “ability

to monitor the feelings and emotions of

one self and other and be able to

discriminate among them and use them to

guide the thinking and actions” (p. 189),

emotional intelligence (EI) has been

identified as one of the necessary

managerial skills ever since this work

came out. Studies highlighted, how

significant influence of manager’s iteration

has on the other. This influence is

particular seen in case of the complex

projects (e.g., Joseph & Newman, 2010;

Clarke, 2010; Caruso & Salovey; Muller &

Turner, 2010). There has been evidence in

the literature on the effectiveness of the

emotional intelligence with the managerial

effectiveness (O’Boyle et al., 2011).

The literature has highlighted that

“effective project management is not only

done by the hard skills but there is role of

the emotions regulation as well” (Fisher,

2011). Mazur at al. (2014) and Muller and

Turner (2007) highlighted the role of the

emotional intelligence (EI) of managers in

context of the project management and

particularly these researches has

highlighted that “project’s manager’s

ability to understand and regulate their

emotions in oneself and other helps them

to achieve high quality results along with

effective relationship with different

stakeholders”.

2.1.1 Emotional Intelligence (EI) and

Project Success (PS)

Liderbaum and Jordan (2014)

highlighted that emotional experience of

people changes with time depending on

the work behaviors and work experiences.

However, employee at the working

environment face both type of emotions;

negative and positive. Positive emotions

have positive influence on the employee

and helps them to perform better (Mayer et

al, 2008; Sy et al, 2006), however negative

emotions give rise to frustration and

irritation along with anger which also

reduce the ability to perform up to their

capabilities and thus decrease in

performance could be noticed (Fisher,

2003; Von Glinow et al, 2004),

“emotionally intelligent project managers

are more likely to express their emotions

positively” (Peslak, 2005) this helps the

project managers to effectively

communicate with the employee and also

to address the challenging tasks in creative

way. Project managers with high

emotional intelligence have positive


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impact on the employee and also have

positive role in the troubleshooting

because they provide solutions to solve

different problems faced by employee

(Mount, 2006), different researchers have

found out the relationship between the

emotional intelligence (EI) and the project

success [(PS) (Clarke, 2010, Mazur et al,

2014; Muller & Turner, 2010)].

Muller and Turner (2010) have

highlighted that “emotional intelligence

increase the chance of the project success

especially in the larger and complex

projects”. Thomas and Mengal (2008)

highlighted that project managers who

score high in the emotional intelligence

(EI) have positive impact on the project

execution and they can overcome negative

feelings very fast. Clark (2010) also

focuses on the importance of the emotional

intelligence (EI) in determine the

effectiveness of the manager’s

effectiveness. Emotional intelligence (EI)

according to him act as way to determine

how to behave in any situation. Supporting

this result, Thomas and Mengal (2008)

also said that lack of emotional

intelligence (EI) adds in to the frustration

and the tension in the project setting.

2.1.2 Emotional Intelligence (EI) and

Organizational Commitment (OC)

Shafiq & Rana (2016) in their study argued the

“significant relationship between the

emotional intelligence and organizational

commitment”. The positive relationship

between the variables proves that people with

high emotional intelligence are more

committed and also have good working

relationship with their colleagues and are more

tolerant to emotional pressure as well. They

“can handle the odd feelings without losing

their temper and can deal the conflict in better

ways”. People with higher emotional

intelligence (EI) have high level of affective

and normative commitment to the organization

where they are working. The commitment of

the person toward organization becomes

continuous until the person retires or leaves

the organization. People also show normative

commitment as they feel obliged and morally

bound to the organization as well.

Naderi and Sodani (2010) conducted an

experimental study which investigated

“the effects of the interpersonal skills

training on the organizational commitment

(OC) and emotional intelligence (EI) in the

context of Iran” while the result highlight

that interpersonal skill helps in the

enhancing the emotional intelligence (EI)

and organizational commitment (OC) of

the person as well.

Salami (2008) conducted a study to

“highlight the relationship between the

emotional intelligence (EI) and

organizational commitment (OC) in the

industrial sector of Nigeria”. Results


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highlighted that emotional intelligence

does predict the organizational

commitment (OC) where it suggested that

people must consider the factor of the EI

while planning programs of the staff

development and for aiming to enhance

the organizational commitment of the

workers.

Guleryuz et al. (2008) studied the

“intervening impact of the job satisfaction

in correlation to the emotional intelligence

and organizational commitment”. The

positive relationship was found out

between the emotional intelligence (EI)

and the organizational commitment (OC)

as people having high emotional

intelligence tend to be more committed to

the organizations. However, this

“significant relationship could be best

demonstrated at introduction of another

variable”.

2.2 Project Success (PS) or Project

Performance

Project success (PS) in the complex

project has always been an issue because

of their timeframe of completion and their

size (Toor & Ogrunlana, 2010: Wang &

Huang, 2006), The scholars however

defined the project success (PS) in context

of the project management and has

considered two important component

necessary to define the project success

which are success criteria and critical

success factors (Muller & Jugdev, 2012;

Turner & Zolin, 2012). success factors

usually focus on the objectives measures

such as cost, quality and the timeframe for

completion (Pinto & Slevin, 1987) these

objective measures have been criticized

when used to define the project success

(PS) of the complex projects. The reason

behind their criticism is the use of overly

simplistic constructs in defining the

complex and bigger projects which has

involved extensive experience during their

execution (Toor & Ogrunlana, 2010),

however Jugdev & Muller (2005) have

argued that these objective measures fail to

address the other broader factors such as

strategic management in project and the

behavioral skills. Critical success factor

(CSF) being the second important factor in

defining the project success (PS). These

factors however represent more real and

progressive approach in defining the

project success [(PS) (Jugdev & Muller,

2005; Pinto, 1990)].

Turner and Zolin (2012) in their

research argued that these success factors

can be measured during the execution of

the project which is prior to end of project

unlike other success criteria such as time,

cost and quality. These success factors

help to assess the real progress of the

project as well.

We proposed Pinto and Slevin’s

(1987) approach, which used manager’s


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rating of the critical success factors

(CSFs). These factors have also been

identified by Jugdev and Muller (2005) as

one of the important factor to measure the

success. Taking lead from Mazur et al.

(2014), Procaccino et al. (2005) and

Rezvani et al. (2016) we are focusing on

four project success factors that are

regarded as people related and are (a)

effective communication with the internal

and external stakeholders, (b)

troubleshooting, (c) clear project mission

and (d) the support from top management

(Pinto, 1990)

There have been various researches

which have highlighted the importance of

these four factors in defining the project

success. Couillard (1995) highlighted the

role of the communication and

troubleshooting in defining the project

success of complex and high-risk projects.

Additionally, Belout and Gauvereau

(2004) also highlighted the role of the

clear project mission and troubleshooting

to be contributor of the project success

(PS) during the execution. In the recent

literature, Davis (2014) and Mazur et al.

(2014) have also identified he role of these

four factors as the indicator of the project

success in context of the complex projects.

2.2.1 Project Success (PS) and

Organizational Commitment (OC)

There has been evidence in the research on

the direct relationship between

organization commitment (OC) and

project success (PS). Other researchers

also found that organizational commitment

(OC) does lead to project success (PS).

The study revealed that if the

organizational has the good climate it

would emotionally attach the employee to

the organization and this would make the

environment to carry out work in favor of

the organization and will lead to the

project success. The employee in this

scenario feel obligations towards the

organization and make the situation better

in the organization as well. (Abdel-Razek,

2011).

The researches have also witnessed

that if the person is committed towards the

organization no matter what the motive

behind the commitment is, the project has

the more chance of success than those who

don’t feel connected to the organization

and does not really care what happens in

the organization. There are various factors

which leads towards the organizational

commitment (OC) in this manner and that

include better communication, positive

climate, collaboration, mutual trust and

active engagement of the employee in the

group task (Viswanathan, 2015)

2.3. Organizational Commitment (OC)


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Three dimensions of organizational

commitment were identified by Myer and

Allen (1991) i.e., affective, normative and

continuance. Affective commitment (AC)

is related to the emotional attachment of

the person to the organization. Normative

commitment (NC) “refers to the values

and norms of the society where doesn’t

affect person’s commitment to

organization” whereas continuance

commitment (CC) “refers to the continuing

the support of the organization due to

perceived cost of opportunity is attached

upon leaving the organization”.

2.3.1 Affective commitment (AC)

Affective commitment (AC) argues about

“the emotional attachment of the person to

the organization” (Allen & Mayer, 1990)

in the context, Allen & Meyer (1990)

argued that individual improve the

emotional ties with the organization with

time, especially those and at time when

they want organization to achieve its

objectives. The people with high affective

commitment (AC) stay at the organization

for a longer due to having positive feelings

about the organization and also from the

employment relationship they have at

workplace. Along with this, it is expected

that this positive feeling in the

employment relationship is derived by the

senior management who are emotionally

intelligence and have worked to make

person affectively commit to the

organization.

2.3.2. Continuance commitment (CC)

Another component of the organizational

commitment (OC) is the continuance

commitment (CC), the idea of the

continuance commitment is taken from the

Becker’s (1960) theory of commitment.

According to the theory, the employee

who work for a longer time at an

organization considered as investment of

the organization and cost high when that

person leaves organization. The

investment is in the form of time, work

effort and the skills. This type of

commitment is concerned with the cost

organization pay when people leave

organization, the cost of leaving the

organization is linked with the interest of

the person and the employer at the

organization. The mutual interest of the

employer and the employ present the idea

of the social exchange theory which argues

that people enter into the relationship with

the organization they are working for, and

this is done in order to maximize their

benefits (Blau, 1964).

2.3.3 Normative commitment (NC)

The third factor of the organizational

commitment (OC) is normative

commitment (NC) “which is more

concerned with the feelings of moral


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bonds with the organization”. Normative

commitment (NC) refers to “the moral

compulsion of the people toward their

organization” because of the organization

invested in them. (Randall & Cote, 1990)

O’ Reilly and Chatman (1986) defined

normative commitment (NC) “in the

context of the values”, while Jaros et al.

(1993) “considered normative commitment

(NC) as moral obligation”.

.

Some of the researcher haven’t considered

normative commitment (NC) as important

factor of organizational commitment (OC)

and has given multiple arguments to prove

their point. According to Newman,

Thanacoody & Hui (2011) “normative

commitment depends on the prior attitudes

and the values of the person even before

joining the organization”.

3. Material and Method

The conceptual framework is going to be

built for this paper where research

evidence from the previous study will be

taken to discuss and built the relationship

between the variables.

Fig i: A conceptual framework of

emotional intelligence, organizational

commitment and project success

4. INTERPRETATION AND

SIGNIFICANCE

The analysis of the theories and

previous studies explore that there has

been “significance relationship between

the emotional intelligence (EI) and project

success” (PS). Rezvani et al. (2016) argues

that EI is linked to the PS in a positive

way. However, the research also

highlighted that “this relationship is

complex in nature and cannot be fully

explained in straight forward manner”.

Emotional intelligent project managers

develop trust with the team and hence

contribute toward the project success (PS)

and this association is reflected in the

critical success factors (CSFs) such as

mission clarity, communication and

support from the top management.

Rezvani et al. (2016) further explains that

“traditional view of direct effect of the

emotional intelligence (EI) on the project

success (PS) only tells one side of the

story”. However, the projects with the

difficult situations when handled Emotional

Intelligence

Organizational

Commitment

Co

Comitment

Project Success


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emotionally intelligently produce the

positive outcome.

Adeyemu (2007) studied “the

correlation of job satisfaction with

organizational commitment (OC) with

moderating role of the emotional

intelligence”. The result found out that

emotional intelligence (EI) had positive

and significant amount of impact on the

organizational commitment (OC) where

the EI could work as moderator for the

OC. whereas study highlighted that

emotional intelligence (EI) skills and

competencies are useful to understand the

organizational commitment (OC) in the

organization.

Petrides and Furnham (2006)

highlighted “the relationship between the


organizational commitment” (OC) where

other studies highlighted that higher the

EI, higher will be OC with lowering

degree of the stress.

The results of the different studies

suggest that there has been great role of

the EI in finding out the project success

(PS). However, for further explain this

relationship we hypothesized the


commitment (OC). Thus, we can play our

parts as how to increase the chance of the

project success (PS) through management

of the emotions other than technical issues.

This would help to address and bring the


commitment (OC) into the limelight.

However, there is need to introduce

programs which would enhance the


organizational commitment (OC) and in

return would add in to project success.

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