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Declaration

I declare that the work undertaken for this MSc Dissertation has been undertaken by myself and the final Dissertation produced by me. The work has not been submitted in part or in whole in regard to any other academic qualification.

Title of Dissertation:
Effect of leader emotional literacy on project team performance.

Name (Print): Umair ashraf

Signature: ______________________________________________

Date: 23trd Aug 2012

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Acknowledgement

I would like to show my appreciation first to my supervisor Mommed Bagher, who guided me throughout the dissertation, who encouragement, patience and support helped me a lot in getting to the end. A special thanks to my mother who supported and encouraged me to accomplish my goals. Finally I am pleased to thank all of those who supported and helped me in during the completion of this dissertation.

Thank you all

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Contents
Declaration ............................................................................................................................................... i Acknowledgement .............................................................................................................................. ii Chapter one--Introduction ................................................................................................................... 1 1.1 Executive Summary ...................................................................................................................... 1 1.2 Background: ................................................................................................................................... 2 1.3 Pakistani Telecom Vendor Industry .............................................................................................. 4 1.4 Aim: .................................................................................................................................................. 5 1.5 Objectives: ...................................................................................................................................... 5 1.6 Methodology ................................................................................................................................... 5 1.7 Dissertation Overview ................................................................................................................... 6 Chapter two-Literature review ........................................................................................................... 7 2.1 INTRODUCTION ............................................................................................................................. 7 2.2 2.2.1 IMPORTANCE OF LEADERSHIP ................................................................................................ 8 Management vs. leadership ............................................................................................... 8

2.2.2 Effective leadership.................................................................................................................... 9 2.2.3 Effective leadership behaviour ............................................................................................... 10 2.2.4 Blend of Management and leadership .................................................................................... 12 2.3.1 PROJECT MANAGEMENT ......................................................................................................... 14 2.3.1.1 Definition of Project Management ....................................................................................... 14 2.3.2 Effective Project Manager ....................................................................................................... 14 2.3.2.1 Traditional Project Manager Duties ...................................................................................... 14 2.3.2.2 Role of Effective Project Manager (converge towards Human factor) ................................. 15 2.4.1 Major reasons behind Project Failure ...................................................................................... 16 2.5.1 Team Performance and Project Success .................................................................................. 17 2. 6.1 Emotional Literacy .................................................................................................................. 17 2.6.2 Importance of Emotional literature for project management ................................................ 18 2.7.1 Effective Project Manager and Human Factor ......................................................................... 18 2.8.1 Creating Mutual benefit ........................................................................................................... 19 2.9.1 Effective communication ......................................................................................................... 19 2.10.1 Team Work............................................................................................................................. 21 2.11.1 Facilitating on Conflict ........................................................................................................... 23 2.12.1 Managing Emotions ............................................................................................................... 24 2.13.1 Summary: ............................................................................................................................... 25 Page iii

Chapter three Methodology ................................................................................................................. 26 3.1 Introduction ................................................................................................................................ 26 3.2 Background of Research Methodology ....................................................................................... 26 3.3 Philosophy of Research ............................................................................................................... 27 3.4 Approach of Research ................................................................................................................. 29 3.5 Research strategies and methods ............................................................................................... 30 3.6 Data Collection and Data Analysis Methods ............................................................................... 31 3.6.1 Choice of data collection.......................................................................................................... 31 3.6.2 Research Objectives and limitation ......................................................................................... 31 3.6.3 Data Collection ..................................................................................................................... 32 3.6.4 Online web based survey questioners .............................................................................. 32 3.6.5 Ethical consideration................................................................................................................ 33 3.6.6 Time Horizons .......................................................................................................................... 34 3.6.7 Sample...................................................................................................................................... 34 3.6.8 Data Analysis ............................................................................................................................ 35 3.6.9 Reliability and validity .............................................................................................................. 35 3.6.10 Summary .............................................................................................................................. 36 Chapter Four-Research Finding- Analysis ......................................................................................... 37 4.1 Introduction ................................................................................................................................ 37 4.2 Research Objective Analysis ....................................................................................................... 37 4.3 Profile of Respondent ................................................................................................................. 37 4.4 Survey Questionnaire results ...................................................................................................... 38 4.5 Analysis of Hypothesis: 1 ............................................................................................................ 38 4.6 Hypothesis: 2............................................................................................................................... 44 4.7 Hypothesis: 3............................................................................................................................... 47 Chapter Five-Conclusion and Recommendations ............................................................................. 50 Introduction ...................................................................................................................................... 50 Conclusions ....................................................................................................................................... 50 Recommendations ............................................................................................................................ 51 References ........................................................................................................................................... xi

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Table of Figures Fig 2.1 -----------------------------------------------------------------------------------------------------Fig 5.2 Management vs. Leadership --------------------------------------------------------------Fig 2.4 Mutuality Factors------------------------------------------------------------------------------Fig 2.3 Relationship of Cohesiveness to productivity ------------------------------------------Fig 3.1 Research process onion --------------------------------------------------------------------Fig 4.5.1----------------------------------------------------------------------------------------------------Fig 4.5.2---------------------------------------------------------------------------------------------------Fig 4.5.3---------------------------------------------------------------------------------------------------Fig 4.5.4---------------------------------------------------------------------------------------------------Fig 4.5.5---------------------------------------------------------------------------------------------------Fig 4.6.1---------------------------------------------------------------------------------------------------Fig 4.6.2---------------------------------------------------------------------------------------------------Fig 4.6.3---------------------------------------------------------------------------------------------------Fig 4.7.1---------------------------------------------------------------------------------------------------Fig 4.7.2---------------------------------------------------------------------------------------------------Fig 4.7.3----------------------------------------------------------------------------------------------------

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Chapter one--Introduction
1.1 Executive Summary

Over the past few decades, research has been made about the Role the emotions play in our life from personal life to work and how we can overcome the problems that are linked to emotions and bringing the success in all walk of life particularly at work. However, there are some paradoxes in project managers to integrate emotional literacy in their practice. This research has mainly focused on the area that how to bring the element of emotional literacy in project management. It is quite known the fact that the important nature of Project base environment cant be ignored in this fast pace world, and the Paper attempts to examines the behaviour of project managers which is associated with the success of the project particularly the competencies of the project managers including communication, teamwork, managing conflict and the effect it makes on team member (Collectively and individually) to get the desired performance out of team. The study would be helpful for the project managers as a supporting guide for getting effective performance form the followers giving them some important information how their behaviour will affect not only on the human factors of team members but ultimately on the outcome of the project. Data is collected by approaching the companies directly in the vender based companies in telecom industry in Pakistan. It is also noted that the companies approached were having live projects running in different parts of the country and also the managers working on those projects having a well knowledge of project management competencies and also the Emotional literacy after getting data it was analysed and from that conclusion and recommendations were also made. Key words: Project Management, Emotional Literacy, Communication, Team work, conflict management and Leadership.

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1.2 Background:

In this rapid changing world project managers like to be seen different from the others project managers in a perspective of having skills and having a competitive advantage over others. Recently there is a major trend seen that there is a burst number of people going for PMP certification as previous this certification is enough to back of our point that they want to have competitive advantage over others, with some figures given by Mersino (2007) it is seen clear that in 1995 only 4410 persons were having PMP certification then at the end of 2005 the figure went to 184461 including a large number of people certified alone in that year 2005. As we know that emotions have a great impact on our lives, in the year 1990 the two physiologists John Mayer and Peter salovey (1997) described the term emotional intelligence but was not well known to the world as how much importance it produces to our lives, it was in the year 1995 the author Daniel Goleman that cameup with the Book of Title of Emotional Intelligence that gain the attention of the world as he took the approach of real world example so that the people could understand the true essence of emotional intelligence so from that date when where there is title of emotional intelligence there comes the name of Daniel goleman along with it and in his book he defined the emotional intelligence as The ability to monitor ones own and others feelings and emotions, to discriminate among them and to use this information to guide ones thinking and action (Salovey, 2004, p5) This was not the end for Daniel goleman and since then he went on and wrote many other books on emotional intelligence discussing issues related to it, in which they state that the emotional intelligence refer to The abilities to recognize and regulate emotions in ourselves and in others (Goleman, 2001, p.14). And from then emotional intelligence gain an important position and helped a lot of peoples to not only gain success but also peace in their lives.

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So its important cant be ignored in the work environment as well, also if we look at the professional in the project based environment they are looking to again another skills apart from simple skills that they already have also noted above that is the reason that people are going towards the course of PMP( Project management Professional).

In fact PMP is nothing much a piece of exam having multiple choice questions which only fulfils the point having the required Project management knowledge and to some extend the little bit of experience but not guaranteed that you have got the required skills to run/implemented different types of projects and for that and to be competitive one must having other types of skills including Emotional intelligence (Mersino, 2007).

Usually the professional working on project used to follow the Guide to the Project Management Body of Knowledge (PMBOK Guide) and try to follow the techniques and the theory mentioned in this guide and its more like to them an achievement to get the certification of PMP and think like they are complete in their field to some extend they are correct as it gives them initial skills like to use NIKU, Artemis or MS Project. But its been concluded and seen that these are the initial requirement to handle any basic project at junior level, but to move further or progress in your career one must possess other skills including solid interpersonal skills or in other words we can say the soft skills. The author Mersino (2007) suggested emotional intelligence provides the basic framework for those skills, an increased number of people grown interest in these field seen when they were trying to find out the solution for the lack of opportunity and frustration that they face during their career, its more like you are doing by hard way, sooner they realized that making efforts to work out for soft skills is better than working like hard ways and by doing this they are not only satisfied by themselves and provide an extra edge in relations building with others. It is to keep in mind that having certificate of PMP and emotional intelligence is quite different things, but to the fact that many of the professional is now looking for Certification gives the clue that the professional are looking for an edge or advantage over the other, so one can say that emotional intelligence might be the one that give them an extra edge over the other and this would not only provide extra
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advantage but also opens new path for more research on this subject and that would ultimately lead to new techniques and methods of doing project which ultimately produce more efficient results.

1.3 Pakistani Telecom Vendor Industry

Couple of years back industry of telecommunication was not well established, but recently due to heavy investment by foreign companies into the telecom sector brought some interest in shape of customers and also in terms of job opening in this sector. The Telecom operator sector also opened the route for the telecom vendor sector as they are the one responsible for manufacturing along with deployment of the infrastructure behind any telecom operator, including the prominent operator working in Pakistan includes, Alcatel Lucent, Huawei, Nokia Siemens network, Ericsson, Motorola and few others. With the rapid growth in telecom industry, vendor based industry is facing problems in job performance of his employees not only because that the labour laws are not implement up to its standards but also the managers are facing problem when dealing with people specially in project based sector as vendor based sector consist of project based environment The reason that dragged me to do research in this sector is not only because of the recent growth in Pakistan but also I worked for different vendor companies. 15 numbers of managers were contacted from the vendor telecom industry in Pakistan were contacted so as to get the view of them as different human factors are affected during their working in job.

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1.4 Aim: The Aim of this dissertation is to detect and analyse the project managers competencies in the light of emotional Literacy in the telecom sector that contribute positively towards Project Team Performance. Along with that it will also investigate the measures to improve the performance of the team by applying more efficiently use of emotional Literacy in the project management competencies, so as to get maximum performance of a team on project in the presence of different constraints e.g. time, cost, authority etc.

1.5 Objectives: Objective of this research are to understand the significance of emotional literacy and human factors in project base environment, with the following criteria: Critically evaluate the literature around Management and Effective

Leadership Critically evaluate the literature around Project Management and important competencies effecting team performance To examine the ways the project manager could regulate the human factor that contribute towards the team performance.

1.6 Methodology Methodology behind achieving the goals and objectives was through initially existing literature review. This was done by studying existing research which gives as an overview of the background of competencies of project management the main source of literature collection is from journals, books etc. and that was analysed before getting into primary study. Doing with primary research involves an approach of questionnaire form given to managers through which we can analyse the behaviour of the manager on his team members and how manager regulate the behaviour of the team members that would positively contribute towards the team performance
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15 Managers from the telecom industry form different companies working in Pakistan were given the questioners form and then the data collected from primary research along with the literature review was analysed and gathered and the result was evolved and then afterwards recommendation was extracted in the light of that results.

1.7 Dissertation Overview The area chosen for research is quite wide so efforts were made to squeeze it down to more precise so that it is easy to focus. The major motive behind this research is to emphasise the importance of emotional intelligence in our work environment. Literature highlighted the important of emotional literacy and the role it plays in project management and project manager not having adequate amount of knowledge and awareness of team members emotions would affect adversely on the project team performance. To analyse the project manager behaviour that effected the most of the team members performance is done through questioners, an important fact that was considered during the questioners was that the companies that were approached were having the managers that possess the knowledge of handling people at work and tried their best to fill out the form to the best of their knowledge, by doing this it gives an overview of the perception of the project manager that how they handle difficult situation related to human factor.

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Chapter two-Literature review 2.1 INTRODUCTION


This chapter attempts to examine the Literature around effective leader and team performance in context of emotional literature. It First explore different areas where need of manager and/or leader is important. Then it critically explores the need of performance for the leader and organisation particularly in the project management environment. Finally it explores the key features of Leadership and how emotional literacy makes effective leader. It also provide the Key existent Literature related to Leadership and the role they play, for instance literature related to behaviour, relationship, attitude etc. of leader with the team members. Moreover impact that would make in motivating his team which ultimately lead to higher performance of the team is explored as well. It also discussed importance of emotional literacy for leaders to become effective leaders which would help them to manage the emotion of their own and also the emotions of his team members in getting higher performance out of his team. At the end it comes up with hypothesis that are made out of literature examining and discussion which would be further tested and then analysed in the further chapter and would end up in the shape of result and recommendation in the later chapters.

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2.2

IMPORTANCE OF LEADERSHIP

2.2.1 Management vs. leadership


In any formal organisation there is always a need of a manager who could manage and supervise the activities to make sure that they are working according to the set standards. It could be in a shape of organizing, controlling, planning, problem solving etc. as they are important part for any kind business to run normally. Moreover Manger allocates resources, budget for the organisation or team and utilizes wisely, solving the day to day issues so as to achieve the milestone of the organisation. (bertocci, 2009). In this rapid changing world there is a growing need of person who could produce more results in limited time, motivating and giving vision to his subordinate so here need of Leaders is greatly felt than the managers and as wisely said. Managers do the things right while Leaders do the right things (Pascale, 1990, pp 65) An Important factor related to leadership is Influence and by influencing the people they reveal the people their worth and potential clearly, enabling them to better put their efforts. The leader focuses mainly on people rather than systems and procedures as he knows well that the system and procedures are made so as to doing the things right but rather go for giving people a vision, direction, dream and a clear path to achieve the best (Ifla & Mullins, 2007), Leader also empower the followers and mobilizing them for making decisions on their own keeping in view the shared goals, moreover they create an environment where the followers feels a part of it rather than just working for it, creating an encouraging culture where the follower are pulled to dedicate their passion towards the organisation rather than pushing them to accomplish the goals (Covey, 2005), so money wont be a matter of interest for doing their job but its the heart that they are connected with the organisation and by influencing they can be bond more to work then have only control over them, So there is a clear classification between a manager and a leader, as given in the Fig: 2.1

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Fig: 2.1 management vsLeadership (From Mamed Bagher lectures)

2.2.2 Effective leadership


It is concluded from the previous discussion that generally management and leadership skills both are essential for the organisation to work smoothly. But it is also true that depending on the type of work and type of organisation need of one or the other changes (Champoux, 2011). In todays world organisations like project base organisations where need of effective leader is more felt than the other to accomplish the project in limited resources and/or time.

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2.2.3 Effective leadership behaviour


Leading with example is giving follower an example, house (1976) coined a theory of charismatic leadership in which he described the characteristic of charismatic leadership as the one that act in a unique ways and this unique ways puts a charismatic effects on his followers, the characteristic related to personality and behaviour and their effect on the follower. So the personality characteristic defined by the house are as leader of being dominant and having eager to influence followers and having higher level of selfconfidence and possess higher moral values, the house also describes the behaviour that comes out of the personality, that includes giving role model for their followers to follow , articulate the goals in a way that gives the follower to put extra efforts for the goal , they also show in their communication encouragement for their followers and also gives them confidence this would ultimately increase the efficiency of the followers they also tries to indulge task related motives with the followers like giving power, esteem and affiliation (Northouse, 2007). The result of the personality and behaviour exhibits by the leader would be an increased believe in the ideology of the leader and would develop common goals between the leader and follower, would increase the affection of the follower towards the leader, would also increase the confidence of the follower and all of them above it will involve the follower to emotionally involved with the goals of the leader. This theory about charismatic leadership by House was further modified by the author Shamir, House and Arthur (1993), in which it gives the charismatic leadership as the leader that transforms the followers way of thinking and tries to connect the follower and organisation identity and make them think as one, they achieve it by encouraging the intrinsic rewards rather than extrinsic rewards by sharing customer feedback about the team encourage the follower to see work as a part of them and not as a job only this would ultimately lead the leaders to create self-efficiency and confidence in his followers.

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Leading the change and empowering the follower is another way of getting effective performance from the followers, as Bass (1985) explained transformational leader as the one that give preference to the followers needs rather than the leaders and defined that transformational and transaction leadership is not the two separate things rather interdependent on each others, he continued the Houses research most particularly the element of emotion and charisma, as suggested that charisma is also a part of transformational leadership(Northuse, 2010)pp 179 In the model of bass (1985) cited in Northuse (2010, pp 179) suggested that the important motivational factor impacted by Transformational Leadership would make the followers to do more than what they are supposed to do, their behaviour contribute including 1) Impacting the Goal in their minds by increasing the level of consciousness so that they realize the real essence of it. 2) Making Followers starting to give up their personal interest for the sake of the organisational or team. 3) Giving them direction to achieve greater goals. As described by the Northuse (2010) the most ineffective way the leaders exibits is by giving full uthority to his follower fully pressuming that they will get the direction by themselves would end up in disaster, the only way that would be active and effective is through Transformational 4 Is behaviour as, Charismatic effect, inspirational motivator,intellecual stimulator and giving indivisual consideration. So the Transformational leadership is related to the performance improvement of the team and organisation and along with that development of team to its maximum, and the leaders having these characteristics would rather work for the interest of the team. inspirational motivtion makes great impact on thefollowers because by this leader can communicate higher expectation effectively,so in this way higher commetment would be expected from them, they also become the part of the shared vision and also committed to it by motivation, prticullary when the leaders uses emotional appeals and symbol to motivate the team members (effective communication)

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Intellectual stimulation that the leader contribute towards the making of the team intellectual, by stimulating them to become more creative and innovative that would , here the leaders become so aware to their emotions that they well come any criticisum that comes from the team members and also the team members also wellcome any critisisum that comes towards them and they put behind the emotions and developed the environemnt where they work openly(Northuse, 2010) pp 179 Individualized consideration here the leader provides the compfortable environement where the team members feels their importance as the leader gives importance to indiviusal team members so indivisual team member is motivated to the goal of the organisation as well as needs and quries of the indiviusal is rectified by the leader (Northuse, 2010)pp 179

2.2.4 Blend of Management and leadership


To survive in this 21st century there is a surge in demand of both the improved management and a better leadership. Few authors (Zaleznik, 1977; bennis &Nanus, 1985)argued that the contents associated with both the leader and manager are mutually exclusive, means that not a single person cant possess both the characteristics of leader and manger because of the difference in the personality and value associated with the leader and manager. Still the importance of having both the management and leadership skills cant be subside, as Kotter (1990) suggested that the contribution of the management and leadership in making the networks of relationship, in making correct decision making e.tc. So both characters are necessary and having only one solely would bring the organisation into trouble because having only solid management would lead to unwanted bureaucracy on the other hand having only Solid leadership would lead towards changing for change. It is believed by many authors that integrating the two process (Managing & Leading) is complex and contemporary issue in organisation literature(Yukl & Lepsinger, 2004), another author Mintzberg (1973) suggested 10 managerial roles in which he gave the highest importance to the leadership characteristic the manger must possess. Its Rost (1991) that tries to grip the contribution that the two make towards the relationship with the followers, management works as an authoritative relationship with the followers in the form of when giving out services and selling products whereas in case of leadership it works as multidirectional influence relationship that creates an environment of mutual goals in dealing with change (Rost, 1991). In real world environment there is a need for doing business along with
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attaching the employees more with the organisation and given them freedom at work, therefore the need of a skilled manager and an effective leader is required to accomplish the goals and give a vision to the followers.

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2.3.1 PROJECT MANAGEMENT

2.3.1.1 Definition of Project Management


If we look at PMBOK PMP project management can be define as the,
The application of knowledge, skills and techniques to execute projects

effectively and efficiently. Its a strategic competency for organizations, enabling them to tie project results to business goals and thus, better compete in their markets To better accomplish project using Project management strategies Project managers uses different tools and skills.

2.3.2 Effective Project Manager 2.3.2.1 Traditional Project Manager Duties


The above definition gives a clear picture of how the project management goes about in facilitating and handling projects, the thing to be considering here is that it is just merely a tool that provides organisational skills that would help in developing better frame work, structure in order to carryout projects, as the Phases of project management given by Juli (2011) are as: Project initiation project planning project execution project monitoring controlling Closer

So following these steps can only facilitate and gives a structure to execute projects and which is necessary to carry out any kind of projects, but projects are not about only the results but also how it went off in phase of its execution, so need of effectiveness and efficiency is greatly felt to get closer to the organisation objectives, so here need of project manager role as a leadership is felt greatly the the

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management role connect the temporary nature of project team with the objectives of the project to get the better performance out of team.

2.3.2.2 Role of Effective Project Manager


Effective Project manager along with traditional project manager duties also utilizes the Soft skills he possesses more efficiently and utilizes their skills when making their strategies when in a situation of changing environment and circumstances and they are called more as a project Leader (Juli, 2011). As the author (Juli, 2011) suggested five responsibilities of project leader and linked the progress of the project with these five items. Build vision Nurture collaboration Promoting Performance Cultivate learning Ensure results.

The above mentioned sequence shows clearly that the initial important part is the vision and the leaders have to make is the clear vision means the vision that is formed with consideration the real problems that might come during the project implementation and should be realist moreover this vision is transferred to the follower in a way that encourage them to devote towards the organisation aims but is more than just getting the results. Leader promote collaboration at every project team building phase particularly at Team Norming Phase in which team is built as making them familiarizing with scope of project and integrating the vision by using motivation such that project success becomes the team success. Leaders also promotes performance this by given them a role model , by creating a suitable environment, by empowering the team members, by inviting productive competition and encourage other even on their little achievement. Leader promotes performance of the individual and team as well and that performance would come in the shape of improved quality of product/services. The leader makes positive impact on the team members by giving them a role model, creating right environment for team through effective communication and enable them to better utilize their skills moreover empower the team member and creating an environment of mutual trust would ultimately enable the team members to concentrate more on the solutions rather escalating the problems to the seniors.

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Leaders promote learning, which can be handy when dealing with change, so change and problems comes quite often in projects and for that to be proactive is essential to act quickly towards the problem that arises in the project, this can be promoted by introducing awareness among the team members about learning from their mistakes and using training for the members to learn new skills or the project. Leader ensures the delivering of results is occurring from the team and at each phase of project, it could be in the form of Quality Product and services and is not limited to this only but also includes the team development and engagement with the organisation. So effective project manager not only manages process involved in the project management but also give importance to the people involved in the Project, and always tries to make stronger the bound of the peoples involved in the project to work in a team work and the project and works in different ways and using the soft skills to build good relations and integrated his aims with the aims of the team members and to minimize conflict so as to get the more efficient results.

2.4.1 Major reasons behind Project Failure


Although there are large amount of projects that failed as a result of technical problems but a large number of projects failed as a result of poor team performance. As talked by Camilleri (2011) the major reasons behind the project failure are the Poor management of the project, ineffective project leadership, poor communication, poor, inadequate teamwork, poor decision making. The result of poor communication can affect the project manager to deliver his vision and the theme of the project that might generate frustration among the team members. Another reason for poor performance is when team is having stress level higher and the team members might put their efforts fully, more over poor decision making and poor risk management are the few causes that arise because of incompetency of the project manager as it would lead to demotivation of the team members.

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2.5.1 Team Performance and Project Success


At the end of the Day there is always given importance to the output meaning whether the overall project objectives are achieved or not which is referred to us as the Project Success, but its different from Project management Success which is measured against the parameters of Time, Cost , meeting project Scope e.tc (Cooke-Davies, 2002). Both type of success greatly depends on the performance of the members of the team as they are the building block of the project. As in previous section Leader using his soft Skills dealing Human Factor would be greatly around the project team before expecting the fruitful results.

2. 6.1 Emotional Literacy


Emotional intelligence can be viewed as the skill to reason about a specific type of information or the ability to understand precisely, jude and express emotion also it is the ability to understand the emotional knowledge and the ability to regulate emotions to promote emotional for intellectual growth (Mayer & salovey, 1997, p.10) As such Emotional intelligence may be important competency for effective Project leadership to motivate and get higher team performance in Project based organisation in todays world.

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2.6.2 Importance of Emotional literature for project management

As Anthony emphasised the need of emotional intelligence for project managers and concluded in three main points.
1) As each project is unique, also project managers dont have a constant set of

team and have to work with different team for different projects so ultimately experiencing constantly changing environment. 2) As project have definite beginning and ending and have to complete in definite time giving some pressure on the managers so give very small time to build relationships. 3) As project managers dont have full control over his project team members so have to use his limited powers and making strategies to gain the desired outcomes (Mersino, 2007). Ultimately having emotional literacy would impact on the overall performance of the organisation when working on using emotional intelligence by Total quality management.

2.7.1 Effective Project Manager and Human Factor


Fedor, Caldwell, Ghosh, Singhal and Maurer (2003) suggested that the support of top management and the support from the organisation would contribute to support the team and would ultimately result in the success of the project. Moreover authors Ashrafi and Hartman (2002) concluded three important factors essential for the project team success from the study he made in the IT Industry that incudes defined mission/vision, support from top management and communication. Moreover research done by Kerzner (2006) concluded that issues related to people plays an important role in Performance of the team and also suggested that these issues are better handled by the Project managers Leadership role. It may be concluded form the above evidence that project Leader gives higher importance to the human factor that contributes towards mutual interest would help in understanding clear vision/objectives, effective communication, better built relationship and conflict management that would ultimately motivate the team members along with bounding the team members with the objectives

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2.8.1 Creating Mutual benefit


As Walton (1985) suggested that creating a mutual benefit culture having project leader and Team members would impact positively on human facts that pull the Performance of the team to another higher level. As depicted in figure creating goals that seems to have benefited not only for the organisation but also benefit the interest of the team members as well and that would be possible only through trusting each others (Blyton & Turnbull, 1992).

Mutuality Factors
2.9.1 Effective communication

Mutual Goals Mutual Influence Mutual Respect Mutual Rewards Mutual Responsibilities

Fig: 5.2 Mutuality Factors(Blyton & Turnbull, 1992)

As we discussed earlier that in order to create understanding between the project manager and team member, project manager needs to look into important perspective of human behaviour i.e. communication so as to create an environment of effective communication in which the goals/job responsibilities are defined in a clear and more integrated manner. On the other hand lack of communication or ineffective communication would lead to the failure in formulating the mutual goals (Chang, 1993), moreover ineffective communication would lead to lack of information exchange, disrupt, misunderstanding which ultimately impact on the poor performance of the project team (Maxfield et al, 2005), also its observed by many
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researcher that when project manager give little importance to the quality of communication on their projects that would have an impact on the team performance in the shape of meaningless meeting, rework, information lost, budget overrun and bad quality of work. Perception is an important factor that determine the impact of information that made on the audience and it is essential for managers to possess so as to give clear vision to the team members that would result in the effective participation of the team members and producing positive attitude and willingness of the team members towards understand reason, moreover the bad effected if managers having bad empathy and limit their interaction to self-exploration (Henshaw, 2012). In order to produce more effective communication Project managers have to look into certain aspects of communication as Greenberg (1999) suggested four factors in that would be the building block of effective communication as, Effective Listening Giving Feedbacks Understanding Message Influencing

Project managers needs to be an effective listeners and need to pay attention to the details that is being imparted, he should resist distraction and stay focus to the contents that the speaker is saying so as to get exact theme of the message. Project managers have to give feedback including to team members because through the feedback the member of the team would know about the level of information delivered that would put them virtually in a single state of mind, moreover it is suggested by Riggio, Riggio, Salinas, & Cole, (2003) that ability of empathy and emotional intelligence are the basic building block for effective communication so understanding the real meaning of message is important in that conditions as it will give the real intentions of the members according to that scenario. Another important factor leader must possess the power to decode the emotional especially nonverbal communication accurately that would result in not only accurate exchange of message but would also deep impact the team performance (bernieri & hall, 2001). Understanding the emotions behind the message would also help the project managers to achieve the aims of the project as by influencing through communication that would ultimately motivate the team members towards the accomplishment of the project tasks. According to Sunindijo et al. (2007) informal way of communication impact more because it also influence on the emotions as well, in this manner and as

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the requirement of the project base organisations project manager might make more influence on his team when communicating informally and frequently.

So the above discussion would lead to the first hypothesis. Hypothesis 1: Project managers Effective Communication is positively related to the project team performance

2.10.1 Team Work


Having a team members understanding is not enough in getting the positive performance the team need to work in a team effectively. As Olmstead (2001) suggested that in order to create mutual goals the team members should share their norms contribute positively their differentiated role that would also create an environment of cohesiveness. According to Bagher (2008) high cohesiveness can be achieved only when there is high level of alignment of team members goal with organisational goals.

Fig. 2.3 Relationship of Cohesiveness to productivity (from baughers lectures)


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To work effectively project team must work in a team so as to achieve the aims and objectives of the project. Moreover Fox & Spector (2000) suggested that effective leaders having knowledge of social skills would contribute constructively to bring individual members towards team. As discussed earlier effective communication is the way to bring the team down towards the objectives and also participate effectively and constructively and to achieve the goals collectively and here the role of leader is important to gel the members into one team. In order to achieve these aims the project manager needs to establish good relations with the team members and also facilitate to build the relations between the employees by encourage the team members to share responsibilities at the work and would not only facilitate through directive behaviour but also through supportive behaviour. To fulfil these demand managers must have the characteristic of attentiveness, by which they are enable to accurately judge the needs and demands of his team members but also plays a role to direct them in correct direction. This behaviour of Attentiveness is the main constituent of the project manager and plays a key role in the success of the projects (Dvir, Ben-David, Sadeh, & shenhar, 2006; Taborda, 2000). Moreover this behaviour along with giving mutual trust would further contribute towards building interpersonal relations with the team members in the short span of time. In building good relation project managers must ensure that each members needs are met and also involved in all important decision making (Fleishman, 1974). This can be done through empowering the project team members so that they can work independently and can take decisions on their owns as revealed through search that people working on the lower job title have more capabilities of solving the problem but the authority normally belong to the higher up so this this way they can better resolve the issues and can facilitate each other in a team, also for that to happen project managers have to believe on the intelligence on his team force.

Hypothesis 2: Project managers Efforts of promoting team work is positively related to the team performance.

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2.11.1 Facilitating on Conflict


It is obvious from the above discussion that working in a team is not always smooth in a project and there arises some situations when there is some disagreement arises between members and Project manager here the need of the manager to actively play his part in a way that would not affect the project adversely. It is evident that conflict in the projects is not always avoidable, and sometimes it becomes the major factor in the failure of the project (Nordin, 2006; Terje & Hakansson, 2003). Moreover it is also evident that the project environment is quite volatile and having people of different personality and mind-set, and the constraints it has would make great chance to have conflict produce during any stage of the project. The research done by Ayoko, Callan, & Hartel (2008) concluded that improved conflict management is positively related to the emotional intelligence in a team- level system. So in order to deal with the conflict that arises due to personality difference or difference of opinion the managers need interpersonal skills to better tackle it and convert it towards agreement or improvement for the organisation. Managers must be self-aware and social-aware before going for any solutions because it will give them a sense to identify the issue/conflict. Important factor given by Thomas and Kilmnann (1974) for resolving conflict is through smoothing or accommodating by which project manager shows high degree of cooperation but is low on assertiveness, this strategy can be deployed in a situation when the need of avoiding is required, as suppose a member of the team having some conflict issues within the team but is the important member of the team, so here the strategy of emphasising the positive aspect of that person is required in in order to bot only dissolve the issue but also to intact him within the team. But the strategy of smoothing is not the reliable solution to every problem and on occasion there is need of win-win strategy as according to Binder (2007) collaboration as an interpersonal skill is quite handy as this way the project manager deal greatly with the situation, as critical issues where decision making is critical so inviting to reason the problem would not only help in better solve the problem but also create the environment of mutual respect and mutual trust between the two parties. SO the project managers must have the sense of identifying the situation they are in and deal accordingly also for that manager not only know the intentions of the team members but have good understanding of the behaviour the team members exhibits for different situations and would help in not only resolving the conflict but also help in directing the conflicting situation into favourable one and would lead to the third hypothesis.
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Hypothesis 3: Project managers Efforts of resolving conflict is positively related to the team performance

2.12.1 Managing Emotions


Before manage and lead others it is important to have focus on oneself and without having full control of self-emotions its quite unrealistic to have the capabilities to lead others. Before working on the human factors it is essential that the project manager knows his abilities and how they effect on others and use his abilities to its best by knowing self-strengths and weaknesses, as you must know before doing therefor project managers must be self-aware before going for self-management as these are the basic building block of self-management. As According to Taylor (2008) Self-awareness gives us the chance to have knowledge about our emotions and the sources of our emotions, by selfmanagement means how well we deal and direct our emotions; moreover selfmanagement is also depending on self-awareness because without having selfawareness we cant deal with self-management. The first competency needed to master emotional intelligence is selfawareness, no one can understand others emotions without understanding their own first at the gut level. This will enhance awareness about self-emotions and according to Mersino (2007) generate skills to accurately measure self-assessment and this includes identifying owns weaknesses and strength and willingly to explore own attributes with others and on our own to improve them, these competencies will eventually enhance selfconfidence of the project manager to such a level that it becomes effective in any
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type of situation we are in and give surface to one-self to understand emotions from intellectual point of view. As we know that the project managers tries to control the project from every angle and sometimes they not only miss judged team members emotions but also selfemotions as showing as passive aggressive behaviour that would reduce the interest of the team members towards project.

Once you are full aware of self-emotions then according to Mersion (2007) project manager would be in the situation to control and direct the emotions of self and others and this would lead to the route to manage others.One can use selfmanagement to guide and manage the state of emotions, giving us the ability to control the emotions and not letting them control them and we can say it is more about self-control. Project manager by self-control can prevent bad effect on his team members as according to Mersion (2007) in case of Emotional Breakdown that might occur due to stress and strain higher presence at Project environment that if effected the team members would derail the project progress at the same time could trigger emotions that would lead to change in mood and attitudes of self and others it will definitely effect on the others as in the project environment all team members are working very close to each others. So Project Managers have to self-assets accurately so as to accurately measures not only self-strength and weaknesses but also the capabilities and emotions of the team members so as to make strategies accordingly.

2.13.1 Summary:
This chapter attempt to provide the Role of Leader in handling the human factor especially in context of having knowledge of emotional literacy. It critically discussed human factors relates to communication, team working, facilitating on conflict by project manager and in the end it shows the important emotional competencies that the project manager required in order to control and manage emotions.
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Chapter three Methodology


3.1 Introduction
The methodology chapter will attempt to provide the researchers methodology that he adopted in conducting the research as it will suggest the ways of getting the primary data. Evidence is given for the method researcher adopted in a way that favours the objectives and aims of the research, Special consideration was giving in formulating the methodology as it should not be biased and the limitation of the study.

-------------------------------------------------------3.2 Background of Research Methodology


Research has been carried out since ages and within almost all kind of professions and also becoming an integral part of any profession moreover it is suggested by Kumar (2005) the real notion behind doing research is looking for truth, doing research involves some procedure and process to follow that also lead to new way of thinking as it gives way to critically examine various aspects of different kinds of professions. It is always required to have a paradigm that would help in not only formulating the research and would also help in carrying out the research. Saunders et al., (2003) suggested the Onion model which is basically used by the researcher.

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Fig: 6.1 Research process Onion (Saunders et al., 2003, p102)

3.3 Philosophy of Research


To dig into any kind of issue the first and fourth most steps is to develop the knowledge in that particular field also it would help in shaping the question moreover it gives new way of approaching the subject Having knowledge is backed by many authors as reason given by Saunders et al., (2003) suggested that one researcher doing research on a particular topic has different take on it as compared to the other researcher doing research on the same topic because they are looking from different prospective. When talking about research philosophy there are three major ways Saunders et al., (2003) suggested of thinking as Epistemology, ontology and axiology. Epistemology concerns about the knowledge in the field of study which is further divided upon type of knowledge and different approach to that knowledge discussed below in detail moreover ontology concern with the nature of reality and is divided into Objectivism and Subjectivism.

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Positivism having philosophy stance of the natural scientist whereas Interpretivism philosophy stance of the social interaction. As Saunders et al., (2003) suggested that positivism direct us through following some rules as it is based on generalized law and using highly structured methodology the research done using this would lead to further development of the theory and is conducted in value-free-way means that researcher cant and have no effect of the subject under consideration, here this is quite un realistic to apply fully on the project base environment as the interactions between people and social phenomena related to it is quite obvious in this environment. As Saunders et al., (2003) suggested that Interpretivism research doing any generalized law is unrealistic as they believe in doing research among people rather than objects, because human make sense of the world around us and interpreting the social world around us and different people take their own set of meaning. Saunders et al., (2003) also suggested that interpretivism approach is usually done in business and management research, especially in the field of marketing and human resource, so here the researcher is adopting a Interpretivism approach as in this case the organisation working in project environment, moreover the researcher has some practical experience of working in this project base environment and as the research is value and context bound, also can be effected by the researcher interpretations and judgement to some extent. Looking research in the perspective of nature of reality Saunders et al., (2003) suggested that objectivism and subjectivism comes in. objectivism concern with the reality concern that comes through observation, here the project management under consideration is quite objective in nature as it has certain process and procedures to follow as given by PMP professional and also it is following some structure and by following those procedure enables the managers to achieve the objectives that they are concerned with. whereas in case of subjectivism Saunders et al., (2003) suggested that subjectivism comes with social phenomena that are created as a result of perception and as a result of consequent actions of social actor. As Remenyi et al., (1998, p35) suggested that subjectivism is the details of the situation to understand the reality or perhaps a reality working behind them, so as this research is concerned with the human factors effected by the Emotional intelligence so there the point is that to dig down the perception of different project managers that they have about dealing with their team members ,so here the researcher will have both the approaches as subjectivist and objectivist in order to carry out research.

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The Researchers role here is to examine the reality that is evident from the data collected, making judgement on the bases of interpretation that the researcher experience in the researcher own way and give rise to the Paradigm As Saunders et al., (2003) suggested that two radical changes adopted by the paradigm, objective one is the radical structuring, here its importance is more of the fact that the rigid structure the project managers follow might need some relaxation in following the procedures related to project team that might give them advantage in the success of the project. Second radical change in the behaviour of the project managers is to judge better the behaviour and emotions of the team members and develop new ways and techniques to improve it.

3.4 Approach of Research


Deduction is another name of working as a scientific researcher, as Collis and Hussey, (2003) suggested that it involves theory development and tested for its validity and where gives laws the clear explanation to view the world in a controlled and isolated environment and that ultimately give rise to generalization. Whereas Inductive approach involves first look for the problem before going for any theory development, here in depth study is conducted considering a small number of people, this approach give an advantage to the researcher to dig deeper into the problem and get adequate amount of knowledge to build up the theory thats why Saunders (2009) suggested that it is quite unrealistic to establish a link between two variables without having a good understanding of the human interpretation. Despite of the fact that Deduction theory would not give good ground to understand the problem, but due to the fact that the researcher has adequate amount of experience in the project base environment helped to directly build a hypothesis. The researcher will not let his personal believes, feeling and values to interfere in any way in the research process that would minimize the chance of invalidate of the results. Although the researcher has experience of working in the Telecom project base environment but would adopt the strategy suggested by Bryman and Bell (2007) i.e. not try to involve emotionally and would try to gather the data accurately. Finally the research would involve the collection of data through questionnaires (quantitative) as suggested by Saunders et al (2003) that would help in generalization of the assumption in this context.

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3.5 Research strategies and methods


Yin (2003) suggested that several strategies can be adopted as a research strategy that can be useful for explanatory, exploratory and descriptive research but the type of approach is quite depended on the nature of questionnaires, objectives and depend mainly on the extend of the existing knowledge, time available to undergo research and the availability of resources. Saunders et al (2003) suggested different research strategies to conduct research as Survey, experiment, sampling, case-studies, grounded theories and action research. The most common strategy adopted in business and management research is through survey and used to answer the problem in the form of who, where, what, how many and how much. As Saunders et al (2003) suggested that descriptive and exploratory research is useful as it is easier to gather a large amount of data from a limited audience and usually collected through questionnaire, this strategy allows to gather quantitative data which can be further analysed by using descriptive data and also help in backing up or give reasons for the relationship between the variables and can give rise to modification in the existing relationship as well. Moreover Yin (2009) suggested that researcher using experiments and surveys is more desirable than the case study because they are less biased and proceed on the evidence only and personal preferences or support wont affect the much on results and findings and as it is quite rare for the researcher to become personal and emotionally involved when doing quantitative research. The researcher uses quantitative (survey questionnaire) as a mean to gather Primary data, here to target the right audience is important in search of the primary data and the researcher identified the competent audience before approaching the right people that having sufficient knowledge of the subject and worked quite a long time in the Telecom project base industry. Robson (2002) suggested that going for the exploratory research before digging deeper into the question would give you a space to know what is actually happing in the subject area under consideration and gives an advantage to assess the
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behaviour and phenomena in a new way and here the researcher will give an advantages by exploratory research to give the ways to link the relationship between the emotional literacy, project management and human behaviour involved in it.

3.6 Data Collection and Data Analysis Methods 3.6.1 Choice of data collection

Different methods are present as Bryman and bell (2007) suggested that experiments, interview, experiment, surveys, focus group etc. experiments are conducted by the scientist to study the link between two variables whereas in case of focus group it is good as it give the platform to a mass of people to come together and answer the desired questions but there are quite possibility of biased as people in focus group might share personal views or might show some harmony towards a particular view as is also not suitable for the research. Saunders et al (2003) suggested that survey (Questionnares, interview) approach is quite attached to the deductive approach and is quite common strategy in research and also helpful for the exploratory study. It also fulfils the demand of the research as it would give us the useful information from the target audience in a very economical way and would be helpful for us to analyse quantitatively using descriptive statics. Moreover it also gives the particular reason behind the relationships behind the hypothesis.

3.6.2 Research Objectives and limitation

The research objectives also included to accurately identify the target group that would helpful with their responses to get the reliable, meaningful and valid data and fulfil the criteria that would be helpful in understand the complex human factor on a large telecom project. For that to happen Saunders et al (2003) suggested that it should be considered that the researcher shouldnt be biased that would contaminate the data along with that companies asked to protect their identity so all the companies are mentioned as anonymous in this research.

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It is quite known that project in telecom industry takes around roughly around a week to year to complete project, resources might range from a few to thousands, as Saunders et al (2003) suggested that survey is the good strategy to opt to collect the data from the audience of larger size, because it is economically and give in depth knowledge about the subject as well, so the researcher contacted different Project companies working in telecom industry. But the availability of the managers and the team members is subject to the availability and agreement, and as the limited number of project base companies working in the Pakistan at now, so number of participant in this survey is limited to few, although 3 members of managers from each of the 5 companies were under consideration.

3.6.3 Data Collection

In collecting Data through questionnaires the researcher consider different ways to approach to the audience as email, post and through online research collection tools. For the ease and manage properly researcher used the online survey collection tool survey monkey as a primary way of collecting data. Questionnaires form and link to survey monkey is attached with the email as in Appendix H were sent to the target audience, along with the more explanation about the process in more detail.

3.6.4 Online web based survey questioners

The researcher used survey monkey (http://www.surveymonkey.com) as this is one of the methods the researcher found as a cheaper mean of collecting data and also it gives a user friendly environment for the participant to complete it in time. To target right audience and get the maximum from them is the biggest goal when dealing with designing the questionnaires that should be accurate and deliver the right information to the recipient and includes every bit of research problem that is under investigation, Here the importance of questionnaire cant be ignored because it is made simple to answer and the audience has a clear picture of it and response rate incredible for the researcher as well, also Saunders et al., (2003) suggested that along with having
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simple questionnaire it should be well-presented gives a good impression and attract the audience to gives the answer by through consideration and along with that makes it easier to analyse the data as well. Data was collected by designing questionnaires and targeted the project managers of telecom industry. Close ended questionnaire is used as the main strategy to collect data, and by choosing from multiple choice question the answers can be get rapidly and with small effort, also one of the reasons of using close ended questionnaire is that it is lower efforts and rapid response can be get through it because of the reason that it require less writing and also in the stage of comparing it is quite easier as the selection of results is from the predetermined results. The Scales used in the question is by giving two extremes in opposite direction as strongly agree, agree, disagree, strongly disagree. The questionnaire part consist of three parts, Part-1 contains the questionnaires related to communication, Part-2 contains the questionnaires related to Team work whereas Part-3 contains the questionnaires related to Facilitating on conflict, all the three part having exploratory questions related to the research topic, and from this part we will get the information that would help us in getting data for analysing and further results will be generated from them.

3.6.5 Ethical consideration


It is essential to conduct the research in an ethical way that would not effect on any side either the researcher or the participants so the researcher adopted the strategy as Saunders et al., (2003) suggested, so as getting a responsible way of getting answers from the participant. First they were given a clear explanation of the purpose of doing this research and the importance of their participation in this research as for keeping in loop the For keeping on board strategy Fisher (2007) suggestion was adopted, as by sending an email mentioned in Appendix J so as to make the confidence built up that make them relax of any kind of unethical issue they might encounter. A sufficient time was given to the participant to take part in the research and any clarification was done through email, when they fully satisfied with the researcher
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procedure of doing the research they were provided the research consent form to sign. Also Saunders et al., (2003)suggested the data protection Act 1988 is put in consideration so data that was gathered through the primary research was kept confidential, also the participant were kept in confidence about the protection of the data and anonymity of their identity. As this is the exploratory research into the behaviour effecting the human factor in the telecom project base organisations, so the response gained through the survey of 15 Project managers are just their responses and it is not right to argue that they are right or wrong because it is un ethical because it is only meant to explore the views, opinions of the participants. Researcher having open mind in analysing the responses would lead to the more accurate results in the end.

3.6.6 Time Horizons


Longitudinal and cross sectional approach are the two approaches as Saunders et al., (2003) suggested. Longitudinal approach is such that it involves research done over a long period of time as the requirement to study social phenomena is quite time consuming whereas cross-section approach is such that it keeps the time constraint in matter and formulate the research in such a way. Here due to time constraint researcher going for Intersection approach, as it involves collecting of the data in short span of time along with criticizing the literature prior doing the research.

3.6.7 Sample
Sampling of data is done by getting the views of the managers form four companies. Five Project managers from each company are all male and having adequate amount of experience in the field of project management. As now a day a lot of telecommunication project work is going on in Pakistan, so it was hard for them to really engage with other kind of work .but by convincing and requesting them along with giving surety about the simplicity of the questions and security of data they spared some time to help me with my questionnaires.

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3.6.8 Data Analysis


Researcher used Excel as a tool to analyse the Questionnaire, the researcher download individual responses from the survey monkey and converted in to percentage and before putting in the form of pie chart and bar chart in excel. After getting the Pi char and bar chart for each of the hypothesis researchers then identified the views of the project managers about the problems and ways to improve on the subject that the researcher is doing study on. The main objective of the questionnaire was to gather the views of the managers and the team members in sense of agreement or disagreement with the designed questionnaires.

3.6.9 Reliability and validity


As Saunders et al., (2003) suggested that the results should be reliable, fair, meaningful, representing the topic that is under research. So importance should be given to the reliability and validity of the results that are being gathered as they must be true and accurate and no sigh of bias should present. This is done by doing pilot testing that the questionnaires were first sent to friends and student having dealt with project management. So in this way when there is ambiguity found in the questions it was corrected right away. The main threat to participation in my questionnaires were as Robson (2002) suggested is the participation and observer error and bias, therefore every efforts were consider to not include the errors but due to human nature it can be possible in the research. As Saunders et al., (2003) suggested about validity as an important aspect for research as this will show whether the research questions match the established facts or hypothesis. Also the threats to validity included in my research is timing constraint, but there is no respondents who didnt take part in my research but the companies internal matter might effect in my research.

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3.6.10 Summary
This chapter gives the actual framework that is followed by the researcher as suggested by Saunders et al., (2003) starting from the Research philosophy, approach, strategies and methods of primary data collection and then the analysis performed on the data along with the type and reason for adopting the strategy by the researcher also explained.

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Chapter Four-Research Finding- Analysis


4.1 Introduction
As previous chapter outline the methodology and indicate the ways the researcher will collect the primary data. After getting the required data the next step would be to analyse the finding that was gathered from the questionnaires will be presented in this chapter. The discussion included the finding and the academic literature that was critically discussed in previous second chapter. In this chapter link will be established between the survey done in the telecom sector and the literature review so as to make a sense of need for the effective management in project business.

4.2 Research Objective Analysis


The main objective of this research is to get the view of the project managers in order to attempt to know the trend and problems that the Pakistan project based telecom sector is facing and how the project manager are coping and where they are lacking. This will give the view of the project manager knowledge that he handles intelligently when handling human factor during project implementation.

4.3 Profile of Respondent


All the participants are working in the Pakistan telecom project sector in the capacity of Project Managers. All 15 members are having an adequate amount of experience in telecom project sector and have adequate amount of education they eligible for taking part in this survey.

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4.4 Survey Questionnaire results


All the questionnaires results collected through online using survey monkey (www.serveymonkey) , also it contained the results from all the 15 participant and represented in the form of Pi chart or Bar chart were appropriate and shown in the form of percentage so that it would be easy to judge the trend of the managers on the agreement of the questions. It will first start with the four questions for the communication hypothesis then three question for the teamwork hypothesis and three questions from the facilitating for conflict and determine the problems and tactics that the project managers uses so as to ensure smooth running of the project.

4.5 Analysis of Hypothesis: 1


This section will discuss question related to the following hypothesis Project managers Effective Communication is positively related to the project team performance

1. Formal meetings are enough for communicating the goals, issues and expectations to the team members.

Question:1
13% 12% Strogly Agree Agree 31% Strogly Disagree Disagree

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Fig: 4.5.1 he results gather from the Project managers for this question is quite diverse as we got mixed responses as half of the respondent agrees with the argument as for them communicating through formal meetings are the only way to communicate the goals, but that might be the reason behind the failure of the project as this way managers trying to set mutual goals as they have to follow some procedure so it would be difficult to influence the team members adequately. So now a large number of managers are shifting towards the view that formal ways of communication is not enough to communicate the goals and integrate them into the team members and would better respond to the issues of the team members when they go for informal ways of communication as they can judge the needs of the team members more precisely and could influence more towards establishing the mutual goals.

2. Positive attitude of the team-members can be generated through in-formal communication

Question:2

20% Strogly Agree 47% Agree Strogly Disagree 33% Disagree

Fig: 4.5.2

The results gather from the Project managers for this question is quite diverse as we got mixed responses as previous this attitude part is not much given emphasised but
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now project managers trend is now getting changing and managers are now realizing that not giving them the higher rank or salary would change the attitude but by engaging them in informal communication and looking after the employees wellbeing and appreciating and cheering up individually would defiantly drag the members more towards the mutual goal and would affect the performance of the team.

3. Team members perception can easy be identified through nonverbal communication.

Question:3
13% 12% Strogly Agree Agree Strogly Disagree 44% Disagree

Fig: 4.5.3 The results gather from the Project managers for this question is more towards the agreement as now the project managers are developing towards developing more skills towards managing the team from a new prospective and here to perceive the exact message and know the main demands, anger, job behind the message and thats why more response is towards the agreement. It is good that the recent trend of project manager in Pakistan is more towards giving importance to these factors it might not be the case that they have developed the skills to such an extent but its good in going towards a right direction.

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4. Misunderstanding is the major issue arises by poor communication during project implementation.

Question:4
13% 12% Strogly Agree Agree 31% 44% Strogly Disagree Disagree

Fig: 4.5.4

The results gather from the Project managers for this question is rather towards agreement and disagreement because of the fact that for some manager misunderstanding seems to be the most important fact resulted due to poor communication but for others it might not be the only factor as for them other factors that might be most affected them as a result of poor communication might include lack of information exchange, disrupt and others, but for most of them this might be the most important factor i.e misunderstanding and they might improve that by improving the communication through quality communication.

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5. For effective communication what factors the project manager think need the most.

Effective listening
highest 33% 67% high low lowest

Giving Feedback
13% 40% 47% highest high low lowest

Understanding Message
13% highest high low 87% lowest

Fig: 4.5.5

The results gather from the Project managers for the factors effecting influencing communication, the first factor project managers strongly believe that it is the building block for any kind of effective communication and they need to not only concentrate more towards the message before communicating any kind of information to the subordinates but its not the strongest factor for influencing communication. The second factor giving feedback is considered to be the less effective contributing towards influencing communication, as approximately less than half of them think that it is useful and a small amount of managers think that its effect is very low in contribution, it would help in building a same state of mind between project

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managers and team members though it is the importance factor according to the participant but its importance cant be ignored. The most important factor that the project managers think that would contribute towards the influenced communication is understanding of message means its important to have the exact meaning of what have been said and its important for the managers to have the ability of empathy to correctly judge the message, because on occasions there might create some occasion when team members are escalating some issues related to project working hours and difficulty in handling customer to correctly analyse the project manager should dig down to figure out the real cause might be due to cultural difference or the team member has lost his willingness towards the project.

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4.6 Hypothesis: 2
This section will discuss question related to the following hypothesis Project managers Efforts of promoting team work is positively related to the team performance

Team Work 1. What level of group working is required for team work?

Question:1

20% 33% highest high low lowest 47%

Fig: 4.6.1 The results gather from the Project managers for the level of group working required is quite diverse in project base telecom organisation, as it might be case that at some point the managers faces such situations that demands the team to work in cohesive, but some of the managers give low importance to this as might be because that they have faced the adverse effect having team too be cohesive. As large amount of project managers are supporting strongly to view the team as cohesive and facilitating the team members towards goal alignment by nurture collaborating between the team members along promoting the performance of individual and by giving them the vision of team identify will attach them more towards the team and this would ultimately lead to maintain the positive relationship between the team members.
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Where as in case of small number of team members giving low importance to the group working is because when in middle of the project implementation group working become so common that it would resist to think from new prospective and group thinking sets in as decide on the traditional traits as everyone have to agree to go for decision.

2. What motivates an individual towards team work?


16 14 12 10 8 6 4 2 0 1 Higher rank Appreciation 5 5 9 8 lowest low high highest 2

Fig: 4.6.2 The results gather from the Project managers for individual motivation is such that most of the project managers think that giving appreciation is more important than giving higher rank as depicted in the figure. Though it seems that getting higher rank and salary is important for the team members but it is supported by small number of project managers, because getting higher rank will drag interest towards for a small span of time, and is the basic steps to fulfill before motivating team members towards project. A large amount of project managers are in a view to go for intrinsic rewards to move the team members towards the project objectives, this intrinsic rewards can be given in the shape of giving appreciation towards the every little achievement and any positive creativity that they made towards the project. This would help in giving selfconfidence and the members feel more attached with the team. So appreciation would encourage the project team to be a part of team and not just doing the job for the sake of money, where they sense more whole team as a part of them rather than be a small part of it.
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3. Empowering the team members would contribute effectively towards better decision making?

Question:3
13% Strogly Agree Agree Strogly Disagree 27% 40% Disagree

20%

Fig: 4.6.3 The results gather from the Project managers for team members would mostly in favour for empowering the team members as by empowering the individual member towards would create environment of productive competition, also encourage at the same moment would encourage them to more confident in working towards the project goals that would ultimately increase the level of mutual trust created between Project manager and team members. As empowering the project team will benefit the project in a sense that as team members are more aware of the interaction and technicalities and would help more towards decision making. But about half amount of project managers are against this view because the fact that giving extra right be dangerous because, empowering extra power that they are not capable of would adverse in negative manner because of the fact that they dont have such skills that the manager possess.

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4.7 Hypothesis: 3
This section will discuss question related to the following hypothesis
Project managers Efforts of resolving conflict is positively related to the team performance

1. Conflict could be helpful for better project outcome.

Question:1
7% 20% 27% strongly agree agree disagree strongly disagree 46%

Fig: 4.7.1

The results gather from the Project managers regarding the benefit of conflict are such that most of the project managers think that conflict could helpful in getting the better outcome as they are aware of the fact that it is unavoidable as one of the major cause of conflict is people that might be come in shape of personality problem or esteem issues with other team members or with customers. A small number of project manager think that it is not suitable for project outcome either because of they dont have adequate amount of skills to judge the hu man factors related to conflict. The other majority thinks that it would contribute towards the better outcome of project as if they made the team members to take criticism positively, this could be possible by introducing culture of reasoning, as by reasoning it is possible to get each others point and project managers could set mutual expectation of them-self
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and project teams, so in this way constructive discussion about any project plan can be converted into opportunity.

2. Stress on work can be controlled through by knowing team members strength and weaknesses.

Question:2

27%

Strogly Agree Agree Strogly Disagree

73%

Disagree

Fig: 4.7.2 The results gather from the Project managers revealed that stress is the major cause behind conflict, as we know that project environment is fast moving and each day there is some target set to reach there and that would create stress and strain in the team members mind that would produce adverse effect on their performance. This stress would be revealed through their mood and attitude towards the project and would badly effect on the performance of the project as it would generate the conflict is a form of argument, no producing up to mark results e.tc. To minimize the stress level of the project team, project managers would encourage creating a balance between the work environment and their personal life, for that to judge accurately project managers should pay attention to the behaviour of the team members on individual level, as different people are sensitive to different things, so by identifying the exact weaknesses would give the chance for manager to avoid that thing happen to that individual and also by identifying the strengths would not only help the manager to minimize the stress but also help in put that strength in right direction.

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3. Compromising doesn't always work out to minimize the conflict.

Question:3
13% Strogly Agree 20% 67% Agree Strogly Disagree Disagree

Fig: 4.7.3 The results gather from the Project managers revealed that a small amount of project managers having a view that compromising does work for them, it might be because sometimes there might create some situation like having trouble with some team member but its importance for the project for that time being is evitable so try to ignore for that time being would help in running the project smooth but I effect the project manager as the manager have to low in assertiveness. But this strategy doesnt work always because as we know project environment is fast pace environment and sometimes there is some situation created where a correct and categorical decision is need, so here compromising strategy doesnt work well, whereas through collaboration and with reasoning we can maintain the good mood and attitude of the team members and help them understanding the situation and not take it as personal.

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Chapter Five-Conclusion and Recommendations Introduction


This chapter attempt to provide the result and recommendations extracted from the research done in chapter four through questionnaires survey form.

Conclusions
This research has three hypothesis and we will discuss the conclusion accordingly For first hypothesis research shows that effective communication contribute positively towards the success of the project, but for effective communication project manager should have some skills so that he can under standard and convey difficult team members efficiently. The project manager should know well how to communicate effectively through nonverbal or verbal and when it is appropriate to go for informal communication, as informal form of communication might be effective when formal communication doesnt works, as it will not only improve the participation of the team members and build a sense of mutual trust but also minimize negative impact like misunderstanding and that would ultimately impact positively on project success. For second hypothesis research shows that the efforts that the project manager made consistent would lead to the positive project performance, it requires for the manager to build positive relationship on the bases of mutual respect with all individual team members, along with that appreciations more required by the team members as compare to the physical needs as effect of fulfilment of physical needs will not remain for a long time. Also for getting positive team work the project manager should go beyond the boundaries and should give powers to the power in decision making but make sure to empower to such an extent that the individual team members are eligible to make good decision on their own. For third hypothesis research shows that project manager should make certain strategies in order to get minimize the conflict and also convert the conflict into opportunity, for that they should know the strength and weakness of the individual team member and minimizing the stress level of the team members and also when resolving issues the project managers should know that when to behave like compromising and when act like collaborative but the research point shows that project managers should not go towards assertiveness that would affect the project adversely.
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So Project managers giving importance to communication, team work and facilitating conflict in their team would contribute positively towards the team and the team would perform better. For that project manager should be self-aware and have the abilities to be social aware and manages and regulate the emotions and know the demand of the situation required for that time before going to work on the above mentioned three dimensions.

Recommendations
It is recommended from the research that more searches is need in the human factors effecting on the project team, other ways of improving effective communication, teamwork and conflict management, as more need of research on the behaviour of the team members is required and as there is a need for social aware to work effectively with the team. As in certain points as empowerment here the managers think of not giving power to the subordinates, so here the need of research is need about the reasons that manager thinks in this way and also other motivational factors that would motivate the team members towards effective project outcome.

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Appendix G

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Appendix I

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Appendix K

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Appendix J

The below mentioned email was sent to the potential participant in August 2012.

Dear I am a student of MSc Business management; my dissertation is due in August 2012. And my scope of research is the project manager behaviour in dealing with subordinates within telecom sectorparticularly the vendor based sector. I would appreciate your kindness if you participate in my research. I would happy to discuss with you the confidentiality, anonymity of data if you agree to participate. Your participation will include a filling of survey based questionnaire form and it wont take 10-15 min to fill in the details. I will be glade to hearing from you. Kind Regards, Umair Ashraf

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Appendix H

The below mentioned email was sent to the potential participant in Aug 2012.

Dear I am sending you the required questionnaires that will take around 10 min to complete the survey. And I will really appreciate the response you made and would be really helpful in identifying your views and opinion about the research topic. Kindly download the attached file for questionnaires or by using the link sent in the text file attached. I will be glade to hearing from you. Kind Regards, Umair Ashraf

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