Abstract
The construction industry represents around 5% of the U.S. gross domestic product (GDP). The scores of baby boomers beginning to retire in the engineering and construction industries are taking a lifetime of institutional knowledge with them. This scenario results in a relatively limited supply of experienced personnel. Partnering is one potential solution to overcome this problem. This paper makes the case that advancing the emotional intelligence (EI) of project participants can improve the partnering effort and ultimately result in increased project performance. This improved performance, to some extent, mitigates the effects of the loss of institutional knowledge. This paper introduces a people-based model that holistically illustrates the components and activities necessary to take a construction project from inception to successful completion. The authors also evaluated contractors who have partnered with the Virginia DOT (VDOT) and found that managers of successful projects exhibited high EI scores. Improving the EI of project participants is for the good of the individuals and provides the additional benefit of improved relationships. This paper sheds light on the state of practice of sociopsychological concepts in the construction workplace to create awareness and develop behaviors that promote productive project relationships.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 50-56 |
| Number of pages | 7 |
| Journal | Practice Periodical on Structural Design and Construction |
| Volume | 19 |
| Issue number | 1 |
| DOIs | |
| State | Published - Feb 1 2014 |
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Keywords
- Construction
- Delivery methods
- Emotional intelligence
- Partnering
- Project management
- Project performance
- Social skills
ASJC Scopus subject areas
- Civil and Structural Engineering
- Building and Construction
- Arts and Humanities (miscellaneous)
Cite this
Improving project performance through partnering and emotional intelligence. / Cacamis, Mark E.; El Asmar, Mounir.
In: Practice Periodical on Structural Design and Construction, Vol. 19, No. 1, 01.02.2014, p. 50-56.Research output: Contribution to journal › Article
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TY - JOUR
T1 - Improving project performance through partnering and emotional intelligence
AU - Cacamis, Mark E.
AU - El Asmar, Mounir
PY - 2014/2/1
Y1 - 2014/2/1
N2 - The construction industry represents around 5% of the U.S. gross domestic product (GDP). The scores of baby boomers beginning to retire in the engineering and construction industries are taking a lifetime of institutional knowledge with them. This scenario results in a relatively limited supply of experienced personnel. Partnering is one potential solution to overcome this problem. This paper makes the case that advancing the emotional intelligence (EI) of project participants can improve the partnering effort and ultimately result in increased project performance. This improved performance, to some extent, mitigates the effects of the loss of institutional knowledge. This paper introduces a people-based model that holistically illustrates the components and activities necessary to take a construction project from inception to successful completion. The authors also evaluated contractors who have partnered with the Virginia DOT (VDOT) and found that managers of successful projects exhibited high EI scores. Improving the EI of project participants is for the good of the individuals and provides the additional benefit of improved relationships. This paper sheds light on the state of practice of sociopsychological concepts in the construction workplace to create awareness and develop behaviors that promote productive project relationships.
AB - The construction industry represents around 5% of the U.S. gross domestic product (GDP). The scores of baby boomers beginning to retire in the engineering and construction industries are taking a lifetime of institutional knowledge with them. This scenario results in a relatively limited supply of experienced personnel. Partnering is one potential solution to overcome this problem. This paper makes the case that advancing the emotional intelligence (EI) of project participants can improve the partnering effort and ultimately result in increased project performance. This improved performance, to some extent, mitigates the effects of the loss of institutional knowledge. This paper introduces a people-based model that holistically illustrates the components and activities necessary to take a construction project from inception to successful completion. The authors also evaluated contractors who have partnered with the Virginia DOT (VDOT) and found that managers of successful projects exhibited high EI scores. Improving the EI of project participants is for the good of the individuals and provides the additional benefit of improved relationships. This paper sheds light on the state of practice of sociopsychological concepts in the construction workplace to create awareness and develop behaviors that promote productive project relationships.
KW - Construction
KW - Delivery methods
KW - Emotional intelligence
KW - Partnering
KW - Project management
KW - Project performance
KW - Social skills
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U2 - 10.1061/(ASCE)SC.1943-5576.0000180
DO - 10.1061/(ASCE)SC.1943-5576.0000180
M3 - Article
AN - SCOPUS:84892712571
VL - 19
SP - 50
EP - 56
JO - Practice Periodical on Structural Design and Construction
JF - Practice Periodical on Structural Design and Construction
SN - 1084-0680
IS - 1
ER -