"Effect of leader emotional literacy on project team performance" (40052466)

7/29/2019 "Effect of leader emotional literacy on project team performance" (40052466)

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Declaration

I declare that the work undertaken for this MSc Dissertation has been undertaken by

myself and the final Dissertation produced by me. The work has not been submitted in

part or in whole in regard to any other academic qualification.

Title of Dissertation:

Effect ofleaderemotional literacy on project team performance.

Name (Print): Umair ashraf

Signature: ______________________________________________

Date: 23trdAug 2012


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Acknowledgement

I would like to show my appreciation first to my supervisor Mommed Bagher, who

guided me throughout the dissertation, who encouragement, patience and support

helped me a lot in getting to the end.

A special thanks to my mother who supported and encouraged me to accomplish my

goals.

Finally I am pleased to thank all of those who supported and helped me in during the

completion of this dissertation.

Thank you all


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Contents

Declaration ............................................................................................................................................... i

Acknowledgement .............................................................................................................................. ii

Chapter one--Introduction ................................................................................................................... 1

1.1 Executive Summary ...................................................................................................................... 1

1.2 Background: ................................................................................................................................... 2

1.3 Pakistani Telecom Vendor Industry .............................................................................................. 4

1.4 Aim:.................................................................................................................................................. 5

1.5 Objectives: ...................................................................................................................................... 5

1.6 Methodology ................................................................................................................................... 5

1.7 Dissertation Overview ................................................................................................................... 6

Chapter two-Literature review ........................................................................................................... 7

2.1 INTRODUCTION ............................................................................................................................. 7

2.2 IMPORTANCE OF LEADERSHIP ................................................................................................ 8

2.2.1 Management vs. leadership ............................................................................................... 8

2.2.2 Effective leadership.................................................................................................................... 9

2.2.3 Effective leadership behaviour ............................................................................................... 10

2.2.4 Blend of Management and leadership .................................................................................... 12

2.3.1 PROJECT MANAGEMENT ......................................................................................................... 14

2.3.1.1 Definition of Project Management ....................................................................................... 14

2.3.2 Effective Project Manager ....................................................................................................... 14

2.3.2.1 Traditional Project Manager Duties ...................................................................................... 14

2.3.2.2 Role of Effective Project Manager (converge towards Human factor) ................................. 15

2.4.1 Major reasons behind Project Failure ...................................................................................... 16

2.5.1 Team Performance and Project Success .................................................................................. 17

2. 6.1 Emotional Literacy .................................................................................................................. 172.6.2 Importance of Emotional literature for project management ................................................ 18

2.7.1 Effective Project Manager and Human Factor ......................................................................... 18

2.8.1 Creating Mutual benefit ........................................................................................................... 19

2.9.1 Effective communication ......................................................................................................... 19

2.10.1 Team Work ............................................................................................................................. 21

2.11.1 Facilitating on Conflict ........................................................................................................... 23

2.12.1 Managing Emotions ............................................................................................................... 24

2.13.1 Summary: ............................................................................................................................... 25


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Chapter three Methodology ................................................................................................................. 26

3.1 Introduction ................................................................................................................................ 26

3.2 Background of Research Methodology ....................................................................................... 26

3.3 Philosophy of Research ............................................................................................................... 27

3.4 Approach of Research ................................................................................................................. 29

3.5 Research strategies and methods ............................................................................................... 30

3.6 Data Collection and Data Analysis Methods ............................................................................... 31

3.6.1 Choice of data collection.......................................................................................................... 31

3.6.2 Research Objectives and limitation ......................................................................................... 31

3.6.3 Data Collection ..................................................................................................................... 32

3.6.4 Online web based survey questioners .............................................................................. 32

3.6.5 Ethical consideration ................................................................................................................ 33

3.6.6 Time Horizons .......................................................................................................................... 34

3.6.7 Sample ...................................................................................................................................... 34

3.6.8 Data Analysis ............................................................................................................................ 35

3.6.9 Reliability and validity .............................................................................................................. 35

3.6.10 Summary .............................................................................................................................. 36

Chapter Four-Research Finding- Analysis ......................................................................................... 37

4.1 Introduction ................................................................................................................................ 37

4.2 Research Objective Analysis ....................................................................................................... 37

4.3 Profile of Respondent ................................................................................................................. 37

4.4 Survey Questionnaire results ...................................................................................................... 38

4.5 Analysis of Hypothesis: 1 ............................................................................................................ 38

4.6 Hypothesis: 2 ............................................................................................................................... 44

4.7 Hypothesis: 3 ............................................................................................................................... 47

Chapter Five-Conclusion and Recommendations ............................................................................. 50Introduction ...................................................................................................................................... 50

Conclusions ....................................................................................................................................... 50

Recommendations ............................................................................................................................ 51

References........................................................................................................................................... xi


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Table of Figures

Fig 2.1 ------------------------------------------------------------------------------------------------------

Fig 5.2 Management vs. Leadership ---------------------------------------------------------------

Fig 2.4 Mutuality Factors-------------------------------------------------------------------------------

Fig 2.3 Relationship of Cohesiveness to productivity -------------------------------------------

Fig 3.1 Research process onion ---------------------------------------------------------------------

Fig 4.5.1-----------------------------------------------------------------------------------------------------

Fig 4.5.2----------------------------------------------------------------------------------------------------

Fig 4.5.3----------------------------------------------------------------------------------------------------

Fig 4.5.4----------------------------------------------------------------------------------------------------

Fig 4.5.5----------------------------------------------------------------------------------------------------

Fig 4.6.1----------------------------------------------------------------------------------------------------

Fig 4.6.2----------------------------------------------------------------------------------------------------

Fig 4.6.3----------------------------------------------------------------------------------------------------

Fig 4.7.1----------------------------------------------------------------------------------------------------

Fig 4.7.2----------------------------------------------------------------------------------------------------

Fig 4.7.3----------------------------------------------------------------------------------------------------


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Chapter on e--Introd uct io n

1.1 Executive Summary

Over the past few decades, research has been made about the Role the emotions

play in our life from personal life to work and how we can overcome the problems

that are linked to emotions and bringing the success in all walk of life particularly at

work. However, there are some paradoxes in project managers to integrate

emotional literacy in their practice. This research has mainly focused on the area that

how to bring the element of emotional literacy in project management.

It is quite known the fact that the important nature of Project base environment cant

be ignored in this fast pace world, and the Paper attempts to examines the behaviour

of project managers which is associated with the success of the project particularly

the competencies of the project managers including communication, teamwork,

managing conflict and the effect it makes on team member (Collectively and

individually) to get the desired performance out of team.

The study would be helpful for the project managers as a supporting guide for getting

effective performance form the followers giving them some important information

how their behaviour will affect not only on the human factors of team members but

ultimately on the outcome of the project.

Data is collected by approaching the companies directly in the vender based

companies in telecom industry in Pakistan. It is also noted that the companies

approached were having live projects running in different parts of the country and

also the managers working on those projects having a well knowledge of project

management competencies and also the Emotional literacy after getting data it was

analysed and from that conclusion and recommendations were also made.

Key words: Project Management, Emotional Literacy, Communication, Team work,

conflict management and Leadership.


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1.2 Background:

In this rapid changing world project managers like to be seen different from the

others project managers in a perspective of having skills and having a competitive

advantage over others.

Recently there is a major trend seen that there is a burst number of people going for

PMP certification as previous this certification is enough to back of our point that they

want to have competitive advantage over others, with some figures given by Mersino

(2007) it is seen clear that in 1995 only 4410 persons were having PMP certification

then at the end of 2005 the figure went to 184461 including a large number of people

certified alone in that year 2005.

As we know that emotions have a great impact on our lives, in the year 1990 the two

physiologists John Mayer and Peter salovey (1997) described the term emotional

intelligence but was not well known to the world as how much importance it

produces to our lives, it was in the year 1995 the author Daniel Goleman that came-

up with the Book of Title of Emotional Intelligence that gain the attention of the world

as he took the approach of real world example so that the people could understand

the true essence of emotional intelligence so from that date when where there is title

of emotional intelligence there comes the name of Daniel goleman along with it and

in his book he defined the emotional intelligence as

The ability to monitor ones own and others feelings and emotions, to

discriminate among them and to use this information to guide ones thinking

and action (Salovey, 2004, p5)

This was not the end for Daniel goleman and since then he went on and wrote many

other books on emotional intelligence discussing issues related to it, in which they

state that the emotional intelligence refer to

The abilities to recognize and regulate emotions in ourselves and in others

(Goleman, 2001, p.14).

And from then emotional intelligence gain an important position and helped a lot of

peoples to not only gain success but also peace in their lives.


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So its important cant be ignored in the work environment as well, also if we

look at the professional in the project based environment they are looking to again

another skills apart from simple skills that they already have also noted above that is

the reason that people are going towards the course of PMP( Project management

Professional).

In fact PMP is nothing much a piece of exam having multiple choice questions which

only fulfils the point having the required Project management knowledge and to

some extend the little bit of experience but not guaranteed that you have got the

required skills to run/implemented different types of projects and for that and to be

competitive one must having other types of skills including Emotional intelligence

(Mersino, 2007).

Usually the professional working on project used to follow the Guide to the Project

Management Body of Knowledge (PMBOK Guide) and try to follow the techniques

and the theory mentioned in this guide and its more like to them an achievement to

get the certification of PMP and think like they are complete in their field to some

extend they are correct as it gives them initial skills like to use NIKU, Artemis or MS

Project. But its been concluded and seen that these are the initial requirement to

handle any basic project at junior level, but to move further or progress in your

career one must possess other skills including solid interpersonal skills or in other

words we can say the soft skills.

The author Mersino (2007) suggested emotional intelligence provides the basic

framework for those skills, an increased number of people grown interest in these

field seen when they were trying to find out the solution for the lack of opportunity

and frustration that they face during their career, its more like you are doing by hard

way, sooner they realized that making efforts to work out for soft skills is better than

working like hard ways and by doing this they are not only satisfied by themselves

and provide an extra edge in relations building with others.

It is to keep in mind that having certificate of PMP and emotional intelligence

is quite different things, but to the fact that many of the professional is now looking

for Certification gives the clue that the professional are looking for an edge or

advantage over the other, so one can say that emotional intelligence might be the

one that give them an extra edge over the other and this would not only provide extra


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advantage but also opens new path for more research on this subject and that

would ultimately lead to new techniques and methods of doing project which

ultimately produce more efficient results.

1.3 Pakistani Telecom Vendor Industry

Couple of years back industry of telecommunication was not well established, but

recently due to heavy investment by foreign companies into the telecom sector

brought some interest in shape of customers and also in terms of job opening in this

sector.

The Telecom operator sector also opened the route for the telecom vendor sector as

they are the one responsible for manufacturing along with deployment of the

infrastructure behind any telecom operator, including the prominent operator working

in Pakistan includes, Alcatel Lucent, Huawei, Nokia Siemens network, Ericsson,

Motorola and few others.

With the rapid growth in telecom industry, vendor based industry is facing problems

in job performance of his employees not only because that the labour laws are not

implement up to its standards but also the managers are facing problem when

dealing with people specially in project based sector as vendor based sector consist

of project based environment

The reason that dragged me to do research in this sector is not only because of the

recent growth in Pakistan but also I worked for different vendor companies.

15 numbers of managers were contacted from the vendor telecom industry in

Pakistan were contacted so as to get the view of them as different human factors are

affected during their working in job.


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1.4 Aim:

The Aim of this dissertation is to detect and analyse the project managers

competencies in the light of emotional Literacy in the telecom sector that contribute

positively towards Project Team Performance.

Along with that it will also investigate the measures to improve the performance of

the team by applying more efficiently use of emotional Literacy in the project

management competencies, so as to get maximum performance of a team on

project in the presence of different constraints e.g. time, cost, authority etc.

1.5 Objectives:

Objective of this research are to understand the significance of emotional literacy

and human factors in project base environment, with the following criteria:

Critically evaluate the literature around Management and Effective

Leadership

Critically evaluate the literature around Project Management and important

competencies effecting team performance

To examine the ways the project manager could regulate the human factor

that contribute towards the team performance.

1.6 Methodology

Methodology behind achieving the goals and objectives was through initially existing

literature review. This was done by studying existing research which gives as anoverview of the background of competencies of project management the main

source of literature collection is from journals, books etc. and that was analysed

before getting into primary study.

Doing with primary research involves an approach of questionnaire form given to

managers through which we can analyse the behaviour of the manager on his team

members and how manager regulate the behaviour of the team members that would

positively contribute towards the team performance


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15 Managers from the telecom industry form different companies working in

Pakistan were given the questioners form and then the data collected from primary

research along with the literature review was analysed and gathered and the result

was evolved and then afterwards recommendation was extracted in the light of that

results.

1.7 Dissertation Overview

The area chosen for research is quite wide so efforts were made to squeeze it down

to more precise so that it is easy to focus. The major motive behind this research is

to emphasise the importance of emotional intelligence in our work environment.

Literature highlighted the important of emotional literacy and the role it plays in

project management and project manager not having adequate amount of

knowledge and awareness of team members emotions would affect adversely on the

project team performance.

To analyse the project manager behaviour that effected the most of the team

members performance is done through questioners, an important fact that was

considered during the questioners was that the companies that were approached

were having the managers that possess the knowledge of handling people at work

and tried their best to fill out the form to the best of their knowledge, by doing this it

gives an overview of the perception of the project manager that how they handle

difficult situation related to human factor.


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Chapter two-Literature review

2.1 INTRODUCTION

This chapter attempts to examine the Literature around effective leader and team performance in

context of emotional literature. It First explore different areas where need of manager and/or leader

is important. Then it critically explores the need of performance for the leader and organisation

particularly in the project management environment. Finally it explores the key features of

Leadership and how emotional literacy makes effective leader. It also provide the Key existent

Literature related to Leadership and the role they play, for instance literature related to behaviour,

relationship, attitude etc. of leader with the team members. Moreover impact that would make in

motivating his team which ultimately lead to higher performance of the team is explored as well.

It also discussed importance of emotional literacy for leaders to become effective leaders

which would help them to manage the emotion of their own and also the emotions of his team

members in getting higher performance out of his team.At the end it comes up with hypothesis that are made out of literature examining and

discussion which would be further tested and then analysed in the further chapter and would end up

in the shape of result and recommendation in the later chapters.


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2.2 IMPORTANCE OF LEADERSHIP

2.2.1 Management vs. leadership

In any formal organisation there is always a need of a manager who could manage

and supervise the activities to make sure that they are working according to the set

standards. It could be in a shape of organizing, controlling, planning, problem solving

etc. as they are important part for any kind business to run normally. Moreover

Manger allocates resources, budget for the organisation or team and utilizes wisely,

solving the day to day issues so as to achieve the milestone of the organisation.

(bertocci, 2009).

In this rapid changing world there is a growing need of person who could

produce more results in limited time, motivating and giving vision to his subordinate

so here need of Leaders is greatly felt than the managers and as wisely said.

Managers do the things right while Leaders do the right things

(Pascale, 1990, pp 65)

An Important factor related to leadership is Influence and by influencing the people

they reveal the people their worth and potential clearly, enabling them to better put

their efforts. The leader focuses mainly on people rather than systems and

procedures as he knows well that the system and procedures are made so as todoing the things right but rather go for giving people a vision, direction, dream and a

clear path to achieve the best (Ifla & Mullins, 2007),

Leader also empower the followers and mobilizing them for

making decisions on their own keeping in view the shared goals, moreover they

create an environment where the followers feels a part of it rather than just working

for it, creating an encouraging culture where the follower are pulled to dedicate their

passion towards the organisation rather than pushing them to accomplish the goals

(Covey, 2005), so money wont be a matter of interest for doing their job but its theheart that they are connected with the organisation and by influencing they can be

bond more to work then have only control over them, So there is a clear

classification between a manager and a leader, as given in the Fig: 2.1


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Fig: 2.1 management vsLeadership (From Mamed Bagher lectures)

2.2.2 Effective leadership

It is concluded from the previous discussion that generally management and

leadership skills both are essential for the organisation to work smoothly. But it is

also true that depending on the type of work and type of organisation need of one or

the other changes (Champoux, 2011). In todays world organisations like project

base organisations where need of effective leader is more felt than the other to

accomplish the project in limited resources and/or time.


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2.2.3 Effective leadership behaviour

Leading with example is giving follower an example, house (1976) coined a theory of

charismatic leadership in which he described the characteristic of charismaticleadership as the one that act in a unique ways and this unique ways puts a

charismatic effects on his followers, the characteristic related to personality and

behaviour and their effect on the follower.

So the personality characteristic defined by the house are as leader of being

dominant and having eager to influence followers and having higher level of self-

confidence and possess higher moral values, the house also describes the

behaviour that comes out of the personality, that includes giving role model for their

followers to follow , articulate the goals in a way that gives the follower to put extra

efforts for the goal , they also show in their communication encouragement for their

followers and also gives them confidence this would ultimately increase the

efficiency of the followers they also tries to indulge task related motives with the

followers like giving power, esteem and affiliation (Northouse, 2007).

The result of the personality and behaviour exhibits by the leader would be an

increased believe in the ideology of the leader and would develop common goals

between the leader and follower, would increase the affection of the follower towards

the leader, would also increase the confidence of the follower and all of them above

it will involve the follower to emotionally involved with the goals of the leader.

This theory about charismatic leadership by House was further modified by the

author Shamir, House and Arthur (1993), in which it gives the charismatic leadership

as the leader that transforms the followers way of thinking and tries to connect the

follower and organisation identity and make them think as one, they achieve it by

encouraging the intrinsic rewards rather than extrinsic rewards by sharing customer

feedback about the team encourage the follower to see work as a part of them and

not as a job only this would ultimately lead the leaders to create self-efficiency and

confidence in his followers.


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Leading the change and empowering the follower is another way of getting effective

performance from the followers, as Bass (1985) explained transformational leader as

the one that give preference to the followers needs rather than the leaders and

defined that transformational and transaction leadership is not the two separate

things rather interdependent on each others, he continued the Houses research

most particularly the element of emotion and charisma, as suggested that charisma

is also a part of transformational leadership(Northuse, 2010)pp 179

In the model of bass (1985) cited in Northuse (2010, pp 179) suggested that the

important motivational factor impacted by Transformational Leadership would make

the followers to do more than what they are supposed to do, their behaviour

contribute including

1) Impacting the Goal in their minds by increasing the level of consciousness so

that they realize the real essence of it.

2) Making Followers starting to give up their personal interest for the sake of the

organisational or team.

3) Giving them direction to achieve greater goals.

As described by the Northuse (2010) the most ineffective way the leaders exibits isby giving full uthority to his follower fully pressuming that they will get the direction by

themselves would end up in disaster, the only way that would be active and effective

is through Transformational 4 Is behaviour as, Charismatic effect, inspirational

motivator,intellecual stimulator and giving indivisual consideration.

So the Transformational leadership is related to the performance improvement of the

team and organisation and along with that development of team to its maximum,

and the leaders having these characteristics would rather work for the interest of the

team.

inspirational motivtion makes great impact on thefollowers because by this leader

can communicate higher expectation effectively,so in this way higher commetment

would be expected from them, they also become the part of the shared vision and

also committed to it by motivation, prticullary when the leaders uses emotional

appeals and symbol to motivate the team members (effective communication)


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Intellectual stimulation that the leader contribute towards the making of the team

intellectual, by stimulating them to become more creative and innovative that would ,

here the leaders become so aware to their emotions that they well come any

criticisum that comes from the team members and also the team members also

wellcome any critisisum that comes towards them and they put behind the emotions

and developed the environemnt where they work openly(Northuse, 2010)pp 179

Individualized consideration here the leader provides the compfortable environement

where the team members feels their importance as the leader gives importance to

indiviusal team members so indivisual team member is motivated to the goal of the

organisation as well as needs and quries of the indiviusal is rectified by the leader

(Northuse, 2010)pp 179

2.2.4 Blend of Management and leadership

To survive in this 21st century there is a surge in demand of both the improved

management and a better leadership. Few authors (Zaleznik, 1977; bennis &Nanus,

1985)argued that the contents associated with both the leader and manager are

mutually exclusive, means that not a single person cant possess both the

characteristics of leader and manger because of the difference in the personality and

value associated with the leader and manager.

Still the importance of having both the management and leadership skills cant be

subside, as Kotter (1990) suggested that the contribution of the management and

leadership in making the networks of relationship, in making correct decision making

e.tc. So both characters are necessary and having only one solely would bring the

organisation into trouble because having only solid management would lead to

unwanted bureaucracy on the other hand having only Solid leadership would lead

towards changing for change.

It is believed by many authors that integrating the two process

(Managing & Leading) is complex and contemporary issue in organisation

literature(Yukl & Lepsinger, 2004), another author Mintzberg (1973) suggested 10

managerial roles in which he gave the highest importance to the leadership

characteristic the manger must possess.

Its Rost (1991) that tries to grip the contribution that the two make

towards the relationship with the followers, management works as an authoritative

relationship with the followers in the form of when giving out services and selling

products whereas in case of leadership it works as multidirectional influence

relationship that creates an environment of mutual goals in dealing with change

(Rost, 1991).In real world environment there is a need for doing business along with


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attaching the employees more with the organisation and given them freedom at

work, therefore the need of a skilled manager and an effective leader is required to

accomplish the goals and give a vision to the followers.


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2.3.1 PROJECT MANAGEMENT

2.3.1.1 Definition of Project Management

If we look at PMBOK PMP project management can be define as the,

The application of knowledge, skills and techniques to execute projects

effectively and efficiently. Its a strategic competency for organizations,

enabling them to tie project results to business goals and thus, better

compete in their markets

To better accomplish project using Project management strategies Project

managers uses different tools and skills.

2.3.2 Effective Project Manager

2.3.2.1 Traditional Project Manager Duties

The above definition gives a clear picture of how the project management goes

about in facilitating and handling projects, the thing to be considering here is that it is

just merely a tool that provides organisational skills that would help in developing

better frame work, structure in order to carryout projects, as the Phases of project

management given by Juli (2011) are as:

Project initiation

project planning

project execution

project monitoring

controlling

Closer

So following these steps can only facilitate and gives a structure to execute projects

and which is necessary to carry out any kind of projects, but projects are not about

only the results but also how it went off in phase of its execution, so need of

effectiveness and efficiency is greatly felt to get closer to the organisation objectives,

so here need of project manager role as a leadership is felt greatly the the


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management role connect the temporary nature of project team with the objectives of

the project to get the better performance out of team.

2.3.2.2 Role of Effective Project Manager

Effective Project manager along with traditional project manager duties also utilizes

the Soft skills he possesses more efficiently and utilizes their skills when making

their strategies when in a situation of changing environment and circumstances and

they are called more as a project Leader (Juli, 2011).

As the author (Juli, 2011) suggested five responsibilities of project leader and linked

the progress of the project with these five items.

Build vision

Nurture collaboration

Promoting Performance

Cultivate learning

Ensure results.

The above mentioned sequence shows clearly that the initial important part is the

vision and the leaders have to make is the clear vision means the vision that is

formed with consideration the real problems that might come during the project

implementation and should be realist moreover this vision is transferred to thefollower in a way that encourage them to devote towards the organisation aims but is

more than just getting the results.

Leader promote collaboration at every project team building phase particularly at

Team Norming Phase in which team is built as making them familiarizing with scope

of project and integrating the vision by using motivation such that project success

becomes the team success.

Leaders also promotes performance this by given them a role model , by creating a

suitable environment, by empowering the team members, by inviting productivecompetition and encourage other even on their little achievement.

Leader promotes performance of the individual and team as well and that

performance would come in the shape of improved quality of product/services. The

leader makes positive impact on the team members by giving them a role model,

creating right environment for team through effective communication and enable

them to better utilize their skills moreover empower the team member and creating

an environment of mutual trust would ultimately enable the team members to

concentrate more on the solutions rather escalating the problems to the seniors.


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Leaders promote learning, which can be handy when dealing with change, so

change and problems comes quite often in projects and for that to be proactive is

essential to act quickly towards the problem that arises in the project, this can be

promoted by introducing awareness among the team members about learning from

their mistakes and using training for the members to learn new skills or the project.

Leader ensures the delivering of results is occurring from the team and at

each phase of project, it could be in the form of Quality Product and services and is

not limited to this only but also includes the team development and engagement with

the organisation.

So effective project manager not only manages process involved in the project

management but also give importance to the people involved in the Project, and

always tries to make stronger the bound of the peoples involved in the project to

work in a team work and the project and works in different ways and using the soft

skills to build good relations and integrated his aims with the aims of the team

members and to minimize conflict so as to get the more efficient results.

2.4.1 Major reasons behind Project Failure

Although there are large amount of projects that failed as a result of technical

problems but a large number of projects failed as a result of poor team performance.

As talked by Camilleri (2011) the major reasons behind the project failure are the

Poor management of the project, ineffective project leadership, poor communication,

poor, inadequate teamwork, poor decision making.

The result of poor communication can affect the project manager to deliver his visionand the theme of the project that might generate frustration among the team

members.

Another reason for poor performance is when team is having stress level higher and

the team members might put their efforts fully, more over poor decision making and

poor risk management are the few causes that arise because of incompetency of the

project manager as it would lead to demotivation of the team members.


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2.5.1 Team Performance and Project Success

At the end of the Day there is always given importance to the output meaning

whether the overall project objectives are achieved or not which is referred to us as

the Project Success, but its different from Project management Success which is

measured against the parameters of Time, Cost , meeting project Scope e.tc

(Cooke-Davies, 2002).

Both type of success greatly depends on the performance of the

members of the team as they are the building block of the project. As in previous

section Leader using his soft Skills dealing Human Factor would be greatly around

the project team before expecting the fruitful results.

2. 6.1 Emotional Literacy

Emotional intelligence can be viewed as the skill to reason about a specific type of

information or the ability to understand precisely, jude and express emotion also it is

the ability to understand the emotional knowledge and the ability to regulate

emotions to promote emotional for intellectual growth (Mayer & salovey, 1997, p.10)

As such Emotional intelligence may be important competency for effective

Project leadership to motivate and get higher team performance in Project based

organisation in todays world.


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2.6.2 Importance of Emotional literature for project management

As Anthony emphasised the need of emotional intelligence for project managers andconcluded in three main points.

1) As each project is unique, also project managers dont have a constant set of

team and have to work with different team for different projects so ultimately

experiencing constantly changing environment.

2) As project have definite beginning and ending and have to complete in

definite time giving some pressure on the managers so give very small time

to build relationships.

3) As project managers dont have full control over his project team members so

have to use his limited powers and making strategies to gain the desired

outcomes (Mersino, 2007).

Ultimately having emotional literacy would impact on the overall performance of the

organisation when working on using emotional intelligence by Total quality

management.

2.7.1 Effective Project Manager and Human Factor

Fedor, Caldwell, Ghosh, Singhal and Maurer (2003) suggested that the support oftop management and the support from the organisation would contribute to support

the team and would ultimately result in the success of the project. Moreover authors

Ashrafi and Hartman (2002) concluded three important factors essential for the

project team success from the study he made in the IT Industry that incudes defined

mission/vision, support from top management and communication.

Moreover research done by

Kerzner (2006) concluded that issues related to people plays an important role in

Performance of the team and also suggested that these issues are better handled by

the Project managers Leadership role.

It may be concluded form the above evidence that project Leader gives higher

importance to the human factor that contributes towards mutual interest would help

in understanding clear vision/objectives, effective communication, better built

relationship and conflict management that would ultimately motivate the team

members along with bounding the team members with the objectives


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2.8.1 Creating Mutual benefit

As Walton (1985) suggested that creating a mutual benefit culture having project

leader and Team members would impact positively on human facts that pull the

Performance of the team to another higher level. As depicted in figure creating goals

that seems to have benefited not only for the organisation but also benefit the

interest of the team members as well and that would be possible only through

trusting each others (Blyton & Turnbull, 1992).

Fig: 5.2 Mutuality Factors(Blyton & Turnbull, 1992)

2.9.1 Effective communication

As we discussed earlier that in order to create understanding between the project

manager and team member, project manager needs to look into important

perspective of human behaviour i.e. communication so as to create an environment

of effective communication in which the goals/job responsibilities are defined in a

clear and more integrated manner.

On the other hand lack of communication or

ineffective communication would lead to the failure in formulating the mutual goals

(Chang, 1993), moreover ineffective communication would lead to lack of information

exchange, disrupt, misunderstanding which ultimately impact on the poorperformance of the project team (Maxfield et al, 2005), also its observed by many

M

utualityFac

tors

Mutual Goals

Mutual Influence

Mutual Respect

Mutual Rewards

MutualResponsibilities


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researcher that when project manager give little importance to the quality of

communication on their projects that would have an impact on the team performance

in the shape of meaningless meeting, rework, information lost, budget overrun and

bad quality of work.

Perception is an important factor that determine the impact of information that

made on the audience and it is essential for managers to possess so as to give clear

vision to the team members that would result in the effective participation of the team

members and producing positive attitude and willingness of the team members

towards understand reason, moreover the bad effected if managers having bad

empathy and limit their interaction to self-exploration (Henshaw, 2012).

In order to produce more effective communication Project managers

have to look into certain aspects of communication as Greenberg (1999) suggested

four factors in that would be the building block of effective communication as,

Effective Listening

Giving Feedbacks

Understanding Message

Influencing

Project managers needs to be an effective listeners and need to pay attention to the

details that is being imparted, he should resist distraction and stay focus to the

contents that the speaker is saying so as to get exact theme of the message.

Project managers have to give feedback including to team members because

through the feedback the member of the team would know about the level of

information delivered that would put them virtually in a single state of mind, moreover

it is suggested by Riggio, Riggio, Salinas, & Cole, (2003) that ability of empathy and

emotional intelligence are the basic building block for effective communication so

understanding the real meaning of message is important in that conditions as it will

give the real intentions of the members according to that scenario.

Another important factor leader must possess the power to decode the

emotional especially nonverbal communication accurately that would result in not

only accurate exchange of message but would also deep impact the team

performance (bernieri & hall, 2001).

Understanding the emotions behind the message would also help the project

managers to achieve the aims of the project as by influencing through

communication that would ultimately motivate the team members towards the

accomplishment of the project tasks.

According to Sunindijo et al. (2007) informal way of communication

impact more because it also influence on the emotions as well, in this manner and as


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the requirement of the project base organisations project manager might make more

influence on his team when communicating informally and frequently.

So the above discussion would lead to the first hypothesis.

Hypothesis 1:

Project managers Effect ive Communicat ion is p osit ively related to the project

team perform ance

2.10.1 Team Work

Having a team members understanding is not enough in getting the positive

performance the team need to work in a team effectively.

As Olmstead (2001) suggested that in order to create mutual goals the team

members should share their norms contribute positively their differentiated role that

would also create an environment of cohesiveness.

According to Bagher (2008) high cohesiveness can be achieved only when there is

high level of alignment of team members goal with organisational goals.

Fig. 2.3 Relationship of Cohesiveness to productivity (from baughers lectures)


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To work effectively project team must work in a team so as to achieve the aims and

objectives of the project. Moreover Fox & Spector (2000) suggested that effective

leaders having knowledge of social skills would contribute constructively to bring

individual members towards team.

As discussed earlier effective communication is the way to bring the teamdown towards the objectives and also participate effectively and constructively and to

achieve the goals collectively and here the role of leader is important to gel the

members into one team.

In order to achieve these aims the project manager needs to establish good

relations with the team members and also facilitate to build the relations between the

employees by encourage the team members to share responsibilities at the work

and would not only facilitate through directive behaviour but also through supportive

behaviour.

To fulfil these demand managers must have the characteristic ofattentiveness, by which they are enable to accurately judge the needs and demands

of his team members but also plays a role to direct them in correct direction.

This behaviour of Attentiveness is the main constituent of the project manager

and plays a key role in the success of the projects (Dvir, Ben-David, Sadeh, &

shenhar, 2006; Taborda, 2000). Moreover this behaviour along with giving mutual

trust would further contribute towards building interpersonal relations with the team

members in the short span of time.

In building good relation project managers must ensurethat each members needs are met and also involved in all important decision making

(Fleishman, 1974). This can be done through empowering the project team members

so that they can work independently and can take decisions on their owns as

revealed through search that people working on the lower job title have more

capabilities of solving the problem but the authority normally belong to the higher up

so this this way they can better resolve the issues and can facilitate each other in a

team, also for that to happen project managers have to believe on the intelligence on

his team force.

Hypothesis 2:

Project managers Efforts ofprom ot ing team work is posit ively related to the

team performance.


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2.11.1 Facilitating on Conflict

It is obvious from the above discussion that working in a team is not always smoothin a project and there arises some situations when there is some disagreement

arises between members and Project manager here the need of the manager to

actively play his part in a way that would not affect the project adversely.

It is evident that conflict in the projects is not always avoidable, and sometimes it

becomes the major factor in the failure of the project (Nordin, 2006; Terje &

Hakansson, 2003).

Moreover it is also evident that the project environment is quite volatile and

having people of different personality and mind-set, and the constraints it has would

make great chance to have conflict produce during any stage of the project.

The research done by Ayoko, Callan, & Hartel (2008) concluded that

improved conflict management is positively related to the emotional intelligence in a

team- level system. So in order to deal with the conflict that arises due to personality

difference or difference of opinion the managers need interpersonal skills to better

tackle it and convert it towards agreement or improvement for the organisation.

Managers must be self-aware and social-aware before going for any solutions

because it will give them a sense to identify the issue/conflict.

Important factor given by Thomas and Kilmnann (1974) for resolving conflict is

through smoothing or accommodating by which project manager shows high degree

of cooperation but is low on assertiveness, this strategy can be deployed in a

situation when the need of avoiding is required, as suppose a member of the team

having some conflict issues within the team but is the important member of the team,

so here the strategy of emphasising the positive aspect of that person is required in

in order to bot only dissolve the issue but also to intact him within the team.

But the strategy of smoothing is not the reliable solution to every problem and on

occasion there is need of win-win strategy as according to Binder (2007)

collaboration as an interpersonal skill is quite handy as this way the project managerdeal greatly with the situation, as critical issues where decision making is critical so

inviting to reason the problem would not only help in better solve the problem but

also create the environment of mutual respect and mutual trust between the two

parties.

SO the project managers must have the sense of identifying the situation they are in

and deal accordingly also for that manager not only know the intentions of the team

members but have good understanding of the behaviour the team members exhibits

for different situations and would help in not only resolving the conflict but also help

in directing the conflicting situation into favourable one and would lead to the thirdhypothesis.


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Hypothesis 3:

Project managers Efforts ofresolving conf l ict is posit ively related to the team

performance

2.12.1 Managing Emotions

Before manage and lead others it is important to have focus on oneself and without

having full control of self-emotions its quite unrealistic to have the capabilities to lead

others.

Before working on the human factors it is essential that the project manager

knows his abilities and how they effect on others and use his abilities to its best by

knowing self-strengths and weaknesses, as you must know before doing therefor

project managers must be self-aware before going for self-management as these are

the basic building block of self-management.

As According to Taylor (2008) Self-awareness gives us the chance to have

knowledge about our emotions and the sources of our emotions, by self-

management means how well we deal and direct our emotions; moreover self-

management is also depending on self-awareness because without having self-

awareness we cant deal with self-management.

The first competency needed to master emotional intelligence is self-

awareness, no one can understand others emotions without understanding their own

first at the gut level.

This will enhance awareness about self-emotions and according to Mersino (2007)

generate skills to accurately measure self-assessment and this includes identifying

owns weaknesses and strength and willingly to explore own attributes with others

and on our own to improve them, these competencies will eventually enhance self-

confidence of the project manager to such a level that it becomes effective in any


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type of situation we are in and give surface to one-self to understand emotions from

intellectual point of view.

As we know that the project managers tries to control the project from every angle

and sometimes they not only miss judged team members emotions but also self-

emotions as showing as passive aggressive behaviour that would reduce the interest

of the team members towards project.

Once you are full aware of self-emotions then according to Mersion (2007)

project manager would be in the situation to control and direct the emotions of self

and others and this would lead to the route to manage others.One can use self-management to guide and manage the state of emotions, giving us the ability to

control the emotions and not letting them control them and we can say it is more

about self-control.

Project manager by self-control can prevent bad effect on his team members as

according to Mersion (2007) in case of Emotional Breakdown that might occur due

to stress and strain higher presence at Project environment that if effected the team

members would derail the project progress at the same time could trigger emotions

that would lead to change in mood and attitudes of self and others it will definitely

effect on the others as in the project environment all team members are working very

close to each others.

So Project Managers have to self-assets accurately so as to accurately measures

not only self-strength and weaknesses but also the capabilities and emotions of the

team members so as to make strategies accordingly.

2.13.1 Summary:

This chapter attempt to provide the Role of Leader in handling the human factor

especially in context of having knowledge of emotional literacy. It critically discussed

human factors relates to communication, team working, facilitating on conflict by

project manager and in the end it shows the important emotional competencies that

the project manager required in order to control and manage emotions.


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Chapter three Methodology

3.1 Introduction

The methodology chapter will attempt to provide the researchers methodology that

he adopted in conducting the research as it will suggest the ways of getting the

primary data.

Evidence is given for the method researcher adopted in a way that favours the

objectives and aims of the research, Special consideration was giving in formulating

the methodology as it should not be biased and the limitation of the study.

--------------------------------------------------------

3.2 Background of Research Methodology

Research has been carried out since ages and within almost all kind of professionsand also becoming an integral part of any profession moreover it is suggested by

Kumar (2005) the real notion behind doing research is looking for truth, doing

research involves some procedure and process to follow that also lead to new way of

thinking as it gives way to critically examine various aspects of different kinds of

professions.

It is always required to have a paradigm that would help in not only

formulating the research and would also help in carrying out the research.

Saunders et al., (2003) suggested the Onion model which isbasically used by the researcher.


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Fig: 6.1 Research process Onion (Saunders et al., 2003, p102)

3.3 Philosophy of Research

To dig into any kind of issue the first and fourth most steps is to develop the

knowledge in that particularfield also it would help in shaping the question moreover

it gives new way of approaching the subject

Having knowledge is backed by many authors as reason given by Saunders et al.,

(2003) suggested that one researcher doing research on a particular topic hasdifferent take on it as compared to the other researcher doing research on the same

topic because they are looking from different prospective.

When talking about research philosophy there are three major ways Saunders et al.,

(2003) suggested of thinking as Epistemology, ontology and axiology.

Epistemology concerns about the knowledge in the field of study which is further

divided upon type of knowledge and different approach to that knowledge discussed

below in detail moreover ontology concern with the nature of reality and is divided

into Objectivism and Subjectivism.


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Positivism having philosophy stance of the natural scientist whereas Interpretivism

philosophy stance of the social interaction.

As Saunders et al., (2003) suggested that positivism direct usthrough following

some rules as it is based on generalized law and using highly structured

methodology the research done using this would lead to further development of the

theory and is conducted in value-free-way means that researcher cant and have no

effect of the subject under consideration, here this is quite un realistic to apply fully

on the project base environment as the interactions between people and social

phenomena related to it is quite obvious in this environment.

As Saunders et al., (2003) suggested that Interpretivism research doing any

generalized law is unrealistic as they believe in doing research among people rather

than objects, because human make sense of the world around us and interpreting

the social world around us and different people take their own set of meaning.

Saunders et al., (2003) also suggested that interpretivism approach is usually done

in business and management research, especially in the field of marketing and

human resource, so here the researcher is adopting a Interpretivism approach as in

this case the organisation working in project environment, moreover the researcher

has some practical experience of working in this project base environment and as

the research is value and context bound, also can be effected by the researcher

interpretations and judgement to some extent.

Looking research in the perspective of nature of reality Saunders et al., (2003)

suggested that objectivism and subjectivism comes in. objectivism concern with the

reality concern that comes through observation, here the project management under

consideration is quite objective in nature as it has certain process and procedures to

follow as given by PMP professional and also it is following some structure and by

following those procedure enables the managers to achieve the objectives that they

are concerned with.

whereas in case of subjectivism Saunders et al., (2003) suggested that subjectivism

comes with social phenomena that are created as a result of perception and as a

result of consequent actions of social actor.

As Remenyi et al., (1998, p35) suggested that subjectivism is the details of the

situation to understand the reality or perhaps a reality working behind them, so as

this research is concerned with the human factors effected by the Emotional

intelligence so there the point is that to dig down the perception of different project

managers that they have about dealing with their team members ,so here the

researcher will have both the approaches as subjectivist and objectivist in order to

carry out research.


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The Researchers role here is to examine the reality that is evident from the data

collected, making judgement on the bases of interpretation that the researcher

experience in the researcher own way and give rise to the Paradigm

As Saunders et al., (2003) suggested that two radical changes adopted by the

paradigm, objective one is the radical structuring, here its importance is more of the

fact that the rigid structure the project managers follow might need some relaxation

in following the procedures related to project team that might give them advantage in

the success of the project.

Second radical change in the behaviour of the project managers is to judge better

the behaviour and emotions of the team members and develop new ways and

techniques to improve it.

3.4 Approach of Research

Deduction is another name of working as a scientific researcher, as Collis and

Hussey, (2003) suggested that it involves theory development and tested for its

validity and where gives laws the clear explanation to view the world in a controlled

and isolated environment and that ultimately give rise to generalization.

Whereas Inductive approach involves first look for the problem

before going for any theory development, here in depth study is conducted

considering a small number of people, this approach give an advantage to theresearcher to dig deeper into the problem and get adequate amount of knowledge to

build up the theory thats why Saunders (2009) suggested that it is quite unrealistic

to establish a link between two variables without having a good understanding of the

human interpretation.

Despite of the fact that Deduction theory would not give good ground to

understand the problem, but due to the fact that the researcher has adequate

amount of experience in the project base environment helped to directly build a

hypothesis.

The researcher will not let his personal believes, feeling and values to interfere in

any way in the research process that would minimize the chance of invalidate of the

results. Although the researcher has experience of working in the Telecom project

base environment but would adopt the strategy suggested by Bryman and Bell

(2007) i.e. not try to involve emotionally and would try to gather the data accurately.

Finally the research would involve the collection of data through questionnaires

(quantitative) as suggested by Saunders et al (2003) that would help in

generalization of the assumption in this context.


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3.5 Research strategies and methods

Yin (2003) suggested that several strategies can be adopted as a research strategy

that can be useful for explanatory, exploratory and descriptive research but the typeof approach is quite depended on the nature of questionnaires, objectives and

depend mainly on the extend of the existing knowledge, time available to undergo

research and the availability of resources.

Saunders et al (2003) suggested different research strategies to conduct research as

Survey, experiment, sampling, case-studies, grounded theories and action research.

The most common strategy adopted in business and management research is

through survey and used to answer the problem in the form of who, where, what,

how many and how much.

As Saunders et al (2003) suggested that descriptive and exploratory research is

useful as it is easier to gather a large amount of data from a limited audience and

usually collected through questionnaire, this strategy allows to gather quantitative

data which can be further analysed by using descriptive data and also help in

backing up or give reasons for the relationship between the variables and can giverise to modification in the existing relationship as well.

Moreover Yin (2009) suggested that researcher using experiments and surveys is

more desirable than the case study because they are less biased and proceed on

the evidence only and personal preferences or support wont affect the much on

results and findings and as it is quite rare for the researcher to become personal and

emotionally involved when doing quantitative research.

The researcher uses quantitative (survey questionnaire) as a mean to gather

Primary data, here to target the right audience is important in search of the primary

data and the researcher identified the competent audience before approaching the

right people that having sufficient knowledge of the subject and worked quite a long

time in the Telecom project base industry.

Robson (2002) suggested that going for the exploratory research before digging

deeper into the question would give you a space to know what is actually happing inthe subject area under consideration and gives an advantage to assess the


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behaviour and phenomena in a new way and here the researcher will give an

advantages by exploratory research to give the ways to link the relationship between

the emotional literacy, project management and human behaviour involved in it.

3.6 Data Collection and Data Analysis Methods

3.6.1 Choice of data collection

Different methods are present as Bryman and bell (2007) suggested that

experiments, interview, experiment, surveys, focus group etc. experiments are

conducted by the scientist to study the link between two variables whereas in case offocus group it is good as it give the platform to a mass of people to come together

and answer the desired questions but there are quite possibility of biased as people

in focus group might share personal views or might show some harmony towards a

particular view as is also not suitable for the research.

Saunders et al (2003) suggested that survey (Questionnares, interview) approach is

quite attached to the deductive approach and is quite common strategy in research

and also helpful for the exploratory study.

It also fulfils the demand of the research as it would give us the useful information

from the target audience in a very economical way and would be helpful for us to

analyse quantitatively using descriptive statics. Moreover it also gives the particular

reason behind the relationships behind the hypothesis.

3.6.2 Research Objectives and limitation

The research objectives also included to accurately identify the target group that

would helpful with their responses to get the reliable, meaningful and valid data and

fulfil the criteria that would be helpful in understand the complex human factor on a

large telecom project. For that to happen Saunders et al (2003) suggested that it

should be considered that the researcher shouldnt be biased that would

contaminate the data along with that companies asked to protect their identity so all

the companies are mentioned as anonymous in this research.


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It is quite known that project in telecom industry takes around roughly around a week

to year to complete project, resources might range from a few to thousands, as

Saunders et al (2003) suggested that survey is the good strategy to opt to collect the

data from the audience of larger size, because it is economically and give in depth

knowledge about the subject as well, so the researcher contacted different Projectcompanies working in telecom industry.

But the availability of the managers and the team members is subject to the

availability and agreement, and as the limited number of project base companies

working in the Pakistan at now, so number of participant in this survey is limited to

few, although 3 members of managers from each of the 5 companies were under

consideration.

3.6.3 Data Collection

In collecting Data through questionnaires the researcher consider different ways to

approach to the audience as email, post and through online research collection tools.

For the ease and manage properly researcher used the online survey collection tool

survey monkey as a primary way of collecting data.

Questionnaires form and link to survey monkey is attached with the email as in

Appendix H were sent to the target audience, along with the more explanation aboutthe process in more detail.

3.6.4 Online web based survey questioners

The researcher used survey monkey (http://www.surveymonkey.com) as this is one

of the methods the researcher found as a cheaper mean of collecting data and also it

gives a user friendly environment for the participant to complete it in time.

To target right audience and get the maximum from them is the biggest goal when

dealing with designing the questionnaires that should be accurate and deliver the

right information to the recipient and includes every bit of research problem that is

under investigation,

Here the importance of questionnaire cant be ignored because it is made simple to

answer and the audience has a clear picture of it and response rate incredible for theresearcher as well, also Saunders et al., (2003) suggested that along with having
http://www.surveymonkey.com/http://www.surveymonkey.com/http://www.surveymonkey.com/http://www.surveymonkey.com/


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simple questionnaire it should be well-presented gives a good impression and attract

the audience to gives the answer by through consideration and along with that

makes it easier to analyse the data as well.

Data was collected by designing questionnaires and targeted the project managers

of telecom industry. Close ended questionnaire is used as the main strategy to

collect data, and by choosing from multiple choice question the answers can be get

rapidly and with small effort, also one of the reasons of using close ended

questionnaire is that it is lower efforts and rapid response can be get through it

because of the reason that it require less writing and also in the stage of comparing it

is quite easier as the selection of results is from the predetermined results.

The Scales used in the question is by giving two extremes in opposite

direction as strongly agree, agree, disagree, strongly disagree.

The questionnaire part consist of three parts, Part-1 contains the

questionnaires related to communication, Part-2 contains the questionnaires related

to Team work whereas Part-3 contains the questionnaires related to Facilitating on

conflict, all the three part having exploratory questions related to the research topic,

and from this part we will get the information that would help us in getting data foranalysing and further results will be generated from them.

3.6.5 Ethical consideration

It is essential to conduct the research in an ethical way that would not effect on any

side either the researcher or the participants so the researcher adopted the strategy

as Saunders et al., (2003) suggested, so as getting a responsible way of gettinganswers from the participant.

First they were given a clear explanation of the purpose of doing this research and

the importance of their participation in this research as for keeping in loop the

For keeping on board strategy Fisher (2007) suggestion was adopted, as by sending

an email mentioned in Appendix J so as to make the confidence built up that make

them relax of any kind of unethical issue they might encounter.

A sufficient time was given to the participant to take part in the research and any

clarification was done through email, when they fully satisfied with the researcher


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procedure of doing the research they were provided the research consent form to

sign.

Also Saunders et al., (2003)suggested the data protection Act 1988 is put in

consideration so data that was gathered through the primary research was kept

confidential, also the participant were kept in confidence about the protection of the

data and anonymity of their identity.

As this is the exploratory research into the behaviour effecting the human factor in

the telecom project base organisations, so the response gained through the survey

of 15 Project managers are just their responses and it is not right to argue that they

are right or wrong because it is un ethical because it is only meant to explore the

views, opinions of the participants. Researcher having open mind in analysing the

responses would lead to the more accurate results in the end.

3.6.6 Time Horizons

Longitudinal and cross sectional approach are the two approaches as Saunders et

al., (2003) suggested.

Longitudinal approach is such that it involves research done over a long period of

time as the requirement to study social phenomena is quite time consuming whereas

cross-section approach is such that it keeps the time constraint in matter andformulate the research in such a way.

Here due to time constraint researcher going for Intersection approach, as it involves

collecting of the data in short span of time along with criticizing the literature prior

doing the research.

3.6.7 Sample

Sampling of data is done by getting the views of the managers form four companies.

Five Project managers from each company are all male and having adequate

amount of experience in the field of project management.

As now a day a lot of telecommunication project work is going on in Pakistan, so it

was hard for them to really engage with other kind of work .but by convincing and

requesting them along with giving surety about the simplicity of the questions and

security of data they spared some time to help me with my questionnaires.


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3.6.8 Data Analysis

Researcher used Excel as a tool to analyse the Questionnaire, the researcher download

individual responses from the survey monkey and converted in to percentage and before

putting in the form of pie chart and bar chart in excel.

After getting the Pi char and bar chart for each of the hypothesis researchers then identified

the views of the project managers about the problems and ways to improve on the subject

that the researcher is doing study on.

The main objective of the questionnaire was to gather the views of the managers and the

team members in sense of agreement or disagreement with the designed questionnaires.

3.6.9 Reliability and validity

As Saunders et al., (2003) suggested that the results should be reliable, fair,

meaningful, representing the topic that is under research.

So importance should be given to the reliability and validity of the results that are

being gathered as they must be true and accurate and no sigh of bias shouldpresent. This is done by doing pilot testing that the questionnaires were first sent to

friends and student having dealt with project management. So in this way when there

is ambiguity found in the questions it was corrected right away.

The main threat to participation in my questionnaires were as Robson (2002)

suggested is the participation and observer error and bias, therefore every efforts

were consider to not include the errors but due to human nature it can be possible in

the research.

As Saunders et al., (2003) suggested about validity as an important aspect forresearch as this will show whether the research questions match the established

facts or hypothesis. Also the threats to validity included in my research is timing

constraint, but there is no respondents who didnt take part in my research but the

companies internal matter might effect in my research.


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3.6.10 Summary

This chapter gives the actual framework that is followed by the researcher as suggested by

Saunders et al., (2003) starting from the Research philosophy, approach, strategies and

methods of primary data collection and then the analysis performed on the data along withthe type and reason for adopting the strategy by the researcher also explained.


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Chapter Four-Research Finding- Analysis

4.1 Introduction

As previous chapter outline the methodology and indicate the ways the researcher will

collect the primary data. After getting the required data the next step would be to analyse the

finding that was gathered from the questionnaires will be presented in this chapter. The

discussion included the finding and the academic literature that was critically discussed in

previous second chapter.

In this chapter link will be established between the survey done in the telecom sector and the

literature review so as to make a sense of need for the effective management in project

business.

4.2 Research Objective Analysis

The main objective of this research is to get the view of the project managers in

order to attempt to know the trend and problems that the Pakistan project basedtelecom sector is facing and how the project manager are coping and where they are

lacking. This will give the view of the project manager knowledge that he handles

intelligently when handling human factor during project implementation.

4.3 Profile of Respondent

All the participants are working in the Pakistan telecom project sector in the capacity

of Project Managers. All 15 members are having an adequate amount of experience

in telecom project sector and have adequate amount of education they eligible for

taking part in this survey.


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4.4 Survey Questionnaire results

All the questionnaires results collected through online using survey monkey

(www.serveymonkey) , also it contained the results from all the 15 participant and

represented in the form of Pi chart or Bar chart were appropriate and shown in the

form of percentage so that it would be easy to judge the trend of the managers on

the agreement of the questions.

It will first start with the four questions for the communication hypothesis then three

question for the teamwork hypothesis and three questions from the facilitating for

conflict and determine the problems and tactics that the project managers uses so

as to ensure smooth r

Documents

"Effect of leader emotional literacy on project team performance" (40052466)