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The Underutilized Tool of Project Ma...

Lowe, Gerald C.

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The Underutilized Tool of Project Management - Emotional Intelligence.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The Underutilized Tool of Project Management - Emotional Intelligence./
Author:	Lowe, Gerald C.
Published:	Ann Arbor : ProQuest Dissertations & Theses, : 2019,
Description:	142 p.
Notes:	Source: Dissertations Abstracts International, Volume: 80-12, Section: A.
Contained By:	Dissertations Abstracts International80-12A.
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=13814506
ISBN:	9781392229378

The Underutilized Tool of Project Management - Emotional Intelligence.
Lowe, Gerald C.

The Underutilized Tool of Project Management - Emotional Intelligence. - Ann Arbor : ProQuest Dissertations & Theses, 2019 - 142 p.

Source: Dissertations Abstracts International, Volume: 80-12, Section: A.

Thesis (D.B.A.)--University of South Florida, 2019.

This item must not be sold to any third party vendors.

Previous research has typically focused on singular attributes that impact a leader's effectiveness. This study, instead, looks at whether emotional intelligence moderates the anticipated negative effect of distributed presence on engagement and influence, and ultimately, leader effectiveness. Buttressed by emotional intelligence, engagement, and influence theories, the research question focused on how emotional intelligence skills moderate the impact of a project manager's distributed presence to render the leader effective. The study sample for this research came from voluntary participants who work for a U.S. government agency comprising leaders co-located with their teams and distributed presence leaders. Descriptive statistics showed that leaders with higher emotional intelligence (EI) were more engaging and influential than co-located leaders with high EI. Regression analyses indicated greatest significance between the dependent variables-engagement and influence-and the independent variables of distributed presence and emotional intelligence when using emotional intelligence branches and tasks for the EI variables. Data from this study showed distributed presence leaders with high emotional intelligence abilities effect engagement and influence positively. The work of this research advances insights into how emotional intelligence effects, positively, project leader engagement and influence when the project manager's presence is distributed. The data rendered by this research was informative but only to a limited degree because results were not sufficiently expansive. Nonetheless, the application of this study applies to the practical world as distributed teams seems to be a more permanent part of the business landscape than temporary, and learning how to better work as a project manager with distributed presence is essential for both organizations and project managers.

ISBN: 9781392229378Subjects--Topical Terms:

516664
Management.
Subjects--Index Terms:

Distributed presence

The Underutilized Tool of Project Management - Emotional Intelligence.
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245 1 4 $a The Underutilized Tool of Project Management - Emotional Intelligence.
260 1 $a Ann Arbor : $b ProQuest Dissertations & Theses, $c 2019
300 $a 142 p.
500 $a Source: Dissertations Abstracts International, Volume: 80-12, Section: A.
500 $a Publisher info.: Dissertation/Thesis.
500 $a Advisor: Eisenberg, Eric;Quinn, Joann F.
502 $a Thesis (D.B.A.)--University of South Florida, 2019.
506 $a This item must not be sold to any third party vendors.
520 $a Previous research has typically focused on singular attributes that impact a leader's effectiveness. This study, instead, looks at whether emotional intelligence moderates the anticipated negative effect of distributed presence on engagement and influence, and ultimately, leader effectiveness. Buttressed by emotional intelligence, engagement, and influence theories, the research question focused on how emotional intelligence skills moderate the impact of a project manager's distributed presence to render the leader effective. The study sample for this research came from voluntary participants who work for a U.S. government agency comprising leaders co-located with their teams and distributed presence leaders. Descriptive statistics showed that leaders with higher emotional intelligence (EI) were more engaging and influential than co-located leaders with high EI. Regression analyses indicated greatest significance between the dependent variables-engagement and influence-and the independent variables of distributed presence and emotional intelligence when using emotional intelligence branches and tasks for the EI variables. Data from this study showed distributed presence leaders with high emotional intelligence abilities effect engagement and influence positively. The work of this research advances insights into how emotional intelligence effects, positively, project leader engagement and influence when the project manager's presence is distributed. The data rendered by this research was informative but only to a limited degree because results were not sufficiently expansive. Nonetheless, the application of this study applies to the practical world as distributed teams seems to be a more permanent part of the business landscape than temporary, and learning how to better work as a project manager with distributed presence is essential for both organizations and project managers.
590 $a School code: 0206.
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650 4 $a Behavioral Sciences. $3 789898
650 4 $a Organizational behavior. $3 516683
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653 $a Emotional intelligence
653 $a Engagement
653 $a Influence
653 $a Project management
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690 $a 0602
690 $a 0703
710 2 $a University of South Florida. $b Business Administration. $3 3170270
773 0 $t Dissertations Abstracts International $g 80-12A.
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791 $a D.B.A.
792 $a 2019
793 $a English
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