| Abstract [eng] |
The FMT described in brief. Emotional intelligence has been a topic of growing interest in recent years, as businesses increasingly recognise that organisational success extends beyond traditional financial performance indicators and is now more than ever linked to human-centred approaches, such as employee engagement, well-being, and emotional connection, as critical drivers of performance. While EI has been widely research across various industries, its specific applicability and importance within the professional services industry remains highly unexplored. This thesis seeks to address this knowledge gap by using qualitative methods to explore lived experiences and perspectives of leaders within various subsectors of both neo and classical PSFs, offering a deeper understanding of how EI relates to project success in client-centric, high-pressure environments. Aim and objectives. Thesis aims to provide a clear understanding of the relationship, or lack thereof, between the leader’s emotional intelligence and project success in the professional services industry. To achieve, 5 research objectives were set. Firstly, to critically review existing academic research on professional service firms, emotional intelligence as well as their relation to modern leadership theories and project success. Secondly, to understand the relationship between leader’s emotional intelligence and project success within professional service firms through analysis of qualitative data collected through semi-structured interviews, providing insights based on practical experiences. Third, do distinguish which branches of the Bar-On’s emotional-social intelligence framework, if any, serve as core elements in the relationship. Fourth, to develop a list of practical recommendations based on research findings, putting emphasis on emotional intelligence practices that leaders in professional services firms may adopt, aiming to improve project success. Lastly, to the existing body of knowledge on emotional intelligence, leadership, and project success, focusing on its specific impact within the professional services industry. Research methods and results. The existing body of knowledge was systematically reviewed and critically assessed. For the research component of the study, a qualitative methodology was chosen, and a unique research instrument was developed. 9 interviewees were carefully selected based on predefined criteria, and research data was collected through semi-structured interviews. A hybrid thematic analysis method was then employed to analyse and interpret the research data. Research results were then later systemised, providing insights on EI related practices that leaders may adopt to improve project successes within their professional services firms. Conclusions. In short, several main takeaways emerge from the results of this research. First, traditional project success metrics – such as scope, cost, time, and quality – are insufficient in the contexts of PSFs, instead leaders put greater emphasis on more subjective measures. Secondly, there is a strong positive relationship between leader’s emotional intelligence and project success within professional services industry, with supporting evidence across all five branches of Bar-On’s ESI model. Third, leader’s emotional intelligence is of particular importance in successfully building and maintaining strong client relationships built on mutual trust and understanding, which are essential not only to project success in PSFs, but also for sustained growth and overall success of an organisation. Fourth, interviewees identified strong intrapersonal and interpersonal skills as especially critical factors of emotional intelligence that affect project success in PSFs. In conclusion, this thesis significantly contributes to understanding of complex and nuanced ways in which leader‘s emotional intelligence drives project success within professional services industry. |
