Marija Lj. Todorovic

Numerous authors are persistent in investigating the competency profile of the ideal construction project manager in order to decrease the failure rate of construction projects. There is evidence for the change in construction project management, from traditional practices to practices more focused on people and working relationships. The literature demonstrates a positive correlation between project manager’s Emotional intelligence and project success but less is written about the mechanisms that interfere with that relationship. Furthermore, project manager’s relationships with stakeholders are recognized as an important determinant of project success in the construction industry. Considering the above facts, this study was motivated to examine how the construction project manager’s emotional intelligence influences project success, and whether the relations with internal and external stakeholders interfere as mediators in that relationship. In the conducted research, 110 project managers participated. The results demonstrate that the emotional intelligence of construction project managers significantly influences the project success and that internal and external stakeholder relationships play an important role as mediators among them. Moreover, it is found that some components of EI have more significant influence on stakeholder relationships and project success and that internal and external relationships in different amounts affect components of project success.

The aim of this paper is to contribute to existing work on project risk management, and energy innovation projects, using the lens of complexity theory. By regarding energy innovation projects as complex adaptive systems, and linking complexity theory elements to the possibilities for reducing risks of energy innovation projects, the authors conducted empirical research on a representative sample of 100 subjects. The authors used a questionnaire that was formed on the basis of a previously designed research model, which unifies several different management fields, and a large number of phenomena previously studied independently. Therefore, it has a holistic approach to the topic. The results of this research suggest that considering the elements of complexity theory had a positive impact on reducing risks in energy innovation projects, in all analyzed aspects including specific, operational, and especially regarding social and behavioral aspects. This paper strives to support and encourage better results in energy innovation projects by reducing their risks, and hopes to bring additional value by introducing a new risk philosophy, based on complexity theory. Lessons learnt regarding each issue of this research are points of concern for project managers.