Emotional Intelligence and Leadership Behavior in Construction Executives
- 1 July 2006
- journal article
- Published by American Society of Civil Engineers (ASCE) in Journal of Management in Engineering
- Vol. 22 (3), 119-125
- https://doi.org/10.1061/(asce)0742-597x(2006)22:3(119)
Abstract
The study documented in this paper builds upon the concept of multiple intelligences by examining the need for a greater concept of intelligence within the construction profession. Specifically, the paper documents the study of 130 construction executives for their emotional intelligence (EI) as measured by their emotional quotient. In this study, the writers analyze the relationship between EI and leadership behaviors, specifically examining the relationship between EI and transformational leadership behaviors. The paper outlines the strengths and weaknesses found in executives in relation to developing transformational leadership behaviors. Through the use of established testing procedures, the researchers identify five specific components of EI that are related to transformational leadership behavior at a convincing level of statistical significance. Of particular importance is the identification of interpersonal skills and empathy as key EI behaviors that need additional attention during the development of construction industry executives. The writers contend that these traits are as important as classical traits of intelligence and experience in developing the leaders of tomorrow’s construction organizations.This publication has 3 references indexed in Scilit:
- Examining the relationship between leadership and emotional intelligence in senior level managersLeadership & Organization Development Journal, 2002
- Transformational leadership and emotional intelligence: an exploratory studyLeadership & Organization Development Journal, 2000
- Organizational benefits of having emotionally intelligent managers and employeesJournal of Workplace Learning, 1999