- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
Research on integrated project delivery (IPD) has considered collaboration satisfaction as an important factor for improving project outcomes. Yet, the potential mechanism influencing it remains unexplored in construction project management, especially in the aspects of human skills. The purpose of this paper is to examine whether leadership styles mediate the link between the emotional intelligence (EI) of authorized leader and four collaboration satisfaction outcomes perceived by other participants in an integrated team: performance contribution satisfaction (PCS), efficiency satisfaction (ES), relationship satisfaction (RS), and interests satisfaction (IS). Data was collected from 365 samples including project leaders and scholars who possess experience of IPD in China. The results show that transformational and active-transactional leadership fully mediate the relationships of EI with PCS, ES, and IS, and were partial mediators between EI and RS. In addition, the partial mediation role of passivetransactional leadership in the relationships of EI with RS and IS were identified, but its mediating effects between PCS and ES were not found. Similarly, owing to the non-significant effects of laissez-faire leadership on dimensions of collaboration satisfaction, this leadership style does not play mediating role in the relationships of EI with four dimensions of collaboration satisfaction. This paper makes contribution to the mediating mechanism research of revised full range leadership model by proposing collaboration satisfaction criteria and EI model in IPD project. © 2017 Published by Elsevier Ltd.
The main motivation to conduct our study was to examine the underlying mechanisms by which an important component of project leader skill - EI is related to participants' collaboration satisfaction factors in integrated project setting. To understand the underlying mechanisms linking project leaders' EI and collaboration satisfaction we developed an EI model for IPD leaders first of all. Using this qualified framework of EI competence for leaders in project setting, we investigated the relationship between EI and collaboration satisfaction and inferred that this relationship may be mediated by leadership styles. In addition, we modified the FRL model in order to better understand leadership behaviors in construction organizations as well as proposed collaboration satisfaction criteria for tapping into IPD process. We argued that leadership styles are variables that imply an emotional bond connecting EI and collaboration satisfaction. As such, project leaders with high degree of EI tend to create more open communication atmosphere and choose positive leadership behaviors by creating an emotional encouragement for team members, which further promote participants' collaboration satisfaction.
To be more detailed, considering the four leadership styles, TFL and ATL had similar impacts on the outcomes. They both fully mediated the relationships of EI with PSC, ES, and IS, indicating that leaders high on EI may be more apt to integrate emotional consideration and apply incentive mechanism. In addition, as emotional leaders prefer to develop harmonious personal relationship, their EI still had influence on the RS. Passive-transactional leaders with strict characteristics prefer to achieve good performance and efficiency by supervising the subordinates to complete tasks.