Presentation Recap: Emotional Intelligence Case Study in the Scottish Construction Industry

 

By: Peace Echeonwu, M.Sc.

During PMI’s PMXPO 2025 virtual event, I had the distinct honour of delivering a thought-provoking and insightful seminal presentation. This event was exemplary, featuring distinguished speakers, exhibitions, and a variety of networking activities.

My presentation, "Association Between Emotional Intelligence and Project Professionals’ Perception: A Case Study of Scottish Construction Project Success," focused on the persistent challenges faced by the construction industry in Scotland. A significant proportion of project failures can be attributed to human factors such as ineffective communication, conflict management, and skill gaps. Despite these challenges, 55% of construction professionals are unfamiliar with the concept of emotional intelligence (EI). Research indicates that 70% of project success depends on the clear communication of objectives; however, 55% of construction professionals remain unaware of EI and its impact. This presentation emphasises the crucial role of emotional intelligence in fostering project success by enhancing leadership effectiveness, promoting team collaboration, and facilitating effective conflict resolution. Through the analysis of survey data, this study elucidates the correlation between EI competence and professional experience, demonstrating that higher levels of EI contribute to improved project performance and reduced workplace conflicts.

What is the problem that needs to be solved?

The primary issue that requires attention is the elevated rate of project failures within the Scottish construction industry, predominantly attributed to human-related factors such as suboptimal communication, inadequate conflict resolution, and insufficient leadership capabilities. Research indicates that while 70% of project success is contingent upon effective communication, a notable proportion of construction professionals (55%) remain unaware of emotional intelligence (EI) and its influence on project management. The industry continues to prioritise technical competencies over interpersonal and intrapersonal skills, resulting in barriers in team collaboration, stakeholder management, and ethical decision-making processes. In the absence of integrating holistic EI competencies for uptake and application into project management practices, construction professionals encounter difficulties in navigating conflicts, adapting to project complexities, and achieving successful project outcomes.

Key Takeaways

Key takeaways from my presentation emphasise the necessity of integrating EI training into construction project management to develop critical soft skills. Case studies illustrate real-world applications where EI fosters better client relations, effective communication among stakeholders, team cohesion, and improved self-awareness, self-management, relationship management, social awareness, and enhanced decision-making. The discussion concludes with a call to action: construction professionals must prioritise EI development to enhance productivity, reduce project failures, and create a more inclusive and collaborative work environment. While EI is not a panacea for all project challenges, it is a pivotal competency for sustainable project success.

Always remember this model: Code IOI.E.

During my presentation, I received many great questions that we did not have a chance to cover, and my responses are provided below.

Real-Life Scenario: Lack of Emotional Intelligence in a Construction Project

Project Overview:

• Project Type: Commercial building construction
• Location: Urban site in a high-demand area
• Key Players: Project Manager (PM), Site Foreman, Construction Workers, Subcontractors, Client Representative

The Situation:
The project manager (PM) overseeing the construction of a commercial building lacked key emotional intelligence competencies, particularly in managing conflict, empathy, and interpersonal relationships.

Four Key Events:

1. Communication Breakdown:

• The PM failed to communicate project updates to the site team and subcontractors effectively. When there were delays or safety issues, he would respond defensively instead of acknowledging the team's concerns or providing constructive solutions.
• For instance, a subcontractor expressed concerns about the lack of clear instructions for the next phase of work. Instead of addressing the concern empathetically, the PM dismissed it as a minor issue and accused the subcontractor of not keeping up with the schedule.

2. Conflict Escalation:

• Tensions began to rise between the site foreman and some of the workers due to unaddressed safety risks. Rather than stepping in to mediate or address the underlying emotional concerns, the PM ignored the situation, contributing to a hostile work environment.
• Workers became increasingly frustrated with the lack of leadership and felt undervalued, leading to reduced morale and disengagement.

3. Impact on Project Team:

• Due to the PM’s inability to manage stress and resolve interpersonal conflicts, overall productivity dropped. Workers and subcontractors became more hesitant to report issues or ask questions, fearing a negative or defensive response.
• This lack of communication and leadership led to further delays in the project timeline, escalating costs due to inefficiencies.

4. Client Relationship Strain:

• The client representative, observing the project’s declining quality and delays, confronted the PM about the issues. However, the PM responded defensively, blaming subcontractors and workers rather than taking responsibility for his leadership shortcomings.
• The client began to lose trust in the PM's ability to manage the project effectively, raising the possibility of legal action or termination of the contract.

Consequences:

• Increased Delays & Costs: The project timeline was significantly extended, leading to additional costs for both the client and the construction team.
• Team Burnout: Worker morale hit rock bottom, and some workers even left the project due to a toxic environment.
• Damaged Reputation: The PM’s lack of EI caused lasting damage to his reputation within the industry, making it harder for him to secure future projects.

Key Lessons:

• Empathy and Communication: Effective leadership in construction requires more than just technical knowledge; understanding team members' emotional states and fostering open, respectful communication is essential.
• Conflict Resolution: A project manager must intervene in conflicts early, listening to both sides, and working toward a collaborative solution rather than escalating tensions.
• Emotional Awareness: Recognising when stress levels rise within a team and addressing emotional issues can prevent burnout and disengagement, ultimately ensuring project success.

How can I work on emotional intelligence?

Developing emotional intelligence involves strengthening four core areas: self-awareness, self-management, social awareness, and relationship management. To build self-awareness, engage in daily reflection to identify emotional triggers and patterns, and ask for feedback to gain perspective on how your emotions affect others. For self-management, practice pausing before responding in emotionally charged situations, use calming techniques like deep breathing, and prepare strategies for common triggers. These habits help you regulate your emotions rather than reacting impulsively, especially under stress.

Social awareness and relationship management are about understanding and connecting with others. Improve social awareness by observing body language, listening actively, and recognising emotional cues that may not be spoken. To strengthen relationship management, give constructive feedback using respectful frameworks (like Situation–Behaviour–Impact), hold regular check-ins with team members, colleagues, clients, or stakeholders, and prioritise empathy in conflicts. These skills foster trust, collaboration, and more effective teamwork, which are crucial for success in high-pressure professional environments such as construction and project management.

I had a great time presenting, and the full presentation will be available on demand through January 31, 2026 on PMI's PMXPO 2025 site.