The impact of project manager’s emotional intelligence on project performance: a meta-analysis

Abstract

Purpose A project manager’s (PM) emotional intelligence (EI) is essential for project performance (PP). However, the cause and effect and the potential moderators of the relationship between EI and PP remain disputed. Some scholars found a positive association between PMs’ EI and project outcomes, while some other studies showed non or negative relation. This paper aims to find the relationship between PMs’ EI and PP and the factors that influence this relationship based on diverse prior research. Design/methodology/approach This paper conducts a meta-analysis of 5,229 observations based on 24 independent studies from 1990 to 2021. Findings Results show that PMs’ EI has a significant positive influence on PP, and the project complexity and measurement of PP are two critical moderators explaining inconsistencies in existing research. Practical implications The current study proposes suggestions for construction companies on PMs’ selection and training. This study also offers suggestions for PMs in management practice. Originality/value To the best of the authors’ knowledge, this study is the first to explore the inconsistencies in prior research results on the relationship between PMs’ EI and PP at the meta-analytic level. This research extends the current literature by revealing the factors leading to existing consistencies that are not explored before. This study implies that the meta-analysis method could help reach a balanced conclusion based on inconsistent results.