Why the Construction Industry Can’t Afford to Ignore Emotional Intelligence Anymore

Stephen Gardner, Queensland - EQ

The construction industry faces a turning point. With workforce demands, high turnover, and increasingly complex projects, it’s clear that technical skills alone are not enough to navigate these challenges. While many industries have embraced emotional intelligence (EI) as an essential tool, construction remains hesitant, relying predominantly on technical competencies to drive project success. However, as my research and industry experience highlight, emotional intelligence could be the key to unlocking higher levels of team cohesion, productivity, and project success.

The Overlooked Power of Emotional Intelligence

Emotional intelligence, defined as the ability to perceive, use, understand, and manage emotions effectively, has been shown to improve leadership outcomes in fields where collaboration and rapid problem-solving are critical (Goleman, 1996). Construction managers typically focus on managing budgets, schedules, and technical requirements; however, the ability to empathize with team members, diffuse conflict, and adapt communication to suit different stakeholders can be equally vital for project success (Gardner, 2024). Research shows that the human dimension of leadership—empathy, adaptability, and conflict resolution—is essential in today’s dynamic construction landscape (Gardner, 2024; Gunduz & Yahya, 2018).

The Construction Industry’s Emotional Intelligence Gap

In the construction industry, EI often takes a backseat to hard skills, with job advertisements and training programs emphasizing technical competencies over interpersonal skills (Gardner, 2024). This approach can create a “people management gap,” leaving project managers unequipped to handle team dynamics, leading to issues such as high turnover and workplace tension (Gardner, 2024).

Emotional Intelligence as a Critical Success Factor (CSF)

Research consistently shows that strong EI correlates with successful project outcomes, particularly when managing large teams under high-stress conditions (Gunduz & Yahya, 2018). In my thesis, I found that construction project managers who exhibited higher EI were better at managing stakeholder expectations and maintaining team morale during challenging phases (Gardner, 2024). Moreover, EI can enhance communication—a cornerstone of project management—by aligning team members’ expectations and improving responsiveness to client feedback (PMI, 2021).

Leadership Styles and Emotional Intelligence

Leadership in construction has often been viewed through the lens of authoritative or directive styles; however, adaptive and collaborative leadership styles are becoming increasingly valuable (Gardner, 2024). Adaptive leaders, who rely on EI to shift between leadership styles depending on the team’s needs, have proven especially effective in fostering resilience, innovation, and commitment among team members. This flexibility, as observed in my research, enables project managers to foster better working relationships, which is crucial for projects where cooperation between diverse teams is essential (Gardner, 2024).

Why Emotional Intelligence Can’t Be Ignored

1. Improved Team Cohesion and Reduced Turnover: By cultivating a workplace environment where team members feel valued and understood, project managers with high EI can reduce turnover rates, which are notoriously high in the construction sector (Gardner, 2024). Retaining skilled workers reduces costs and keeps projects on track.

2. Enhanced Conflict Resolution: Conflict is inevitable in high-stress environments. Leaders with strong EI can handle disputes effectively, transforming potential project risks into growth opportunities for team cohesion and learning (De Dreu & Weingart, 2003).

3. Adaptability to Change: EI enables leaders to better navigate unexpected changes, whether from project scope adjustments, unforeseen environmental conditions, or stakeholder demands (Goleman, 1996). Leaders with high EI adapt to these changes with minimal disruption to team morale and project timelines (Gardner, 2024).

4. Client and Stakeholder Management: EI improves communication with clients and stakeholders by enhancing listening and empathy skills, leading to greater satisfaction with project outcomes. In my research, EI was often cited as a key differentiator for project managers who could maintain strong client relationships despite project complexities (Gardner, 2024).

Moving Forward: Integrating EI into Construction Management

To bridge this gap, construction companies and educational institutions need to prioritize EI alongside technical skills in both hiring and training practices. Here are a few actionable steps for incorporating EI into the construction industry:

• Revamp Job Descriptions: Include EI-related skills like conflict resolution, empathy, and adaptability as core requirements.

• Invest in Training Programs: Offer ongoing professional development focused on EI and interpersonal skills to better prepare managers for people-centered challenges.

• Encourage Mentorship and Coaching: Provide resources for younger managers to develop EI through mentorship from experienced leaders who excel in people management.

Conclusion

The construction industry can no longer afford to ignore the importance of emotional intelligence. As the industry faces greater challenges and heightened complexity, a shift towards emotionally intelligent leadership is not just beneficial—it’s necessary. Project managers who invest in EI will be better equipped to lead resilient teams, foster collaboration, and deliver successful projects, thus paving the way for a stronger, more sustainable future for construction.

Author Bio: Dr. Stephen Gardner, PhD, is a Senior Project Manager with over 20 years of experience in the Australian construction industry. He earned his PhD in Construction Management, focusing on the skills and characteristics of successful project managers, including the essential role of emotional intelligence in leadership. Dr. Gardner is dedicated to promoting innovative, people-centered leadership in construction to enhance project outcomes and industry sustainability.

Hashtags: #ConstructionLeadership #EmotionalIntelligence #ProjectManagement #FutureOfConstruction #LeadershipSkills #ConstructionIndustry #TeamManagement

References:

• Gardner, S. (2024). Technical and interpersonal skills and characteristics of successful construction project managers. Griffith University.

• Goleman, D. (1996). Emotional Intelligence: Why It Can Matter More Than IQ. Bloomsbury Publishing.

• Project Management Institute (PMI). (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide).

• Gunduz, M., & Yahya, K. (2018). “Influence of project manager’s emotional intelligence on project success.” International Journal of Project Management, 36(7), 101-115.

• De Dreu, C. K. W., & Weingart, L. R. (2003). “Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis.” Journal of Applied Psychology, 88(4), 741-749.