In the high-stakes world of megaprojects, where billions of dollars and complex inter-organizational relationships are at play, a new study is shedding light on the often-overlooked role of emotional intelligence (EI) in fostering successful collaborations. Published in the *Journal of Civil Engineering and Management* (translated from Lithuanian as *Žurnalas “Civilinė Inžinerija ir Vadyba”*), the research, led by Tingting Cao from the School of Management at Tianjin University of Technology in China, explores how different levels of boundary spanners—individuals who bridge gaps between organizations—can leverage their emotional intelligence to strengthen inter-organizational relationships.
Boundary spanners (BSs) are the unsung heroes of megaprojects, acting as liaisons between different organizations involved in these massive undertakings. However, previous research has primarily focused on the emotional intelligence of single-level boundary spanners, such as project managers and decision-makers. Cao’s study takes a more nuanced approach by clustering boundary spanners into higher-level BSs (HBSs) and middle-lower-level BSs (M&LBSs) to understand how their emotional intelligence and boundary-spanning behaviors impact inter-organizational relationships.
The study collected data from 119 HBSs and 171 M&LBSs across 15 megaprojects through a questionnaire survey. To delve deeper into the underlying mechanisms, 18 semi-structured interviews were also conducted. The findings reveal that the emotional intelligence of higher-level boundary spanners has a direct and positive association with inter-organizational relationships. In contrast, the emotional intelligence of middle-lower-level boundary spanners only benefits megaprojects through the mediating effect of their boundary-spanning behaviors.
“Higher-level boundary spanners’ emotional intelligence is particularly effective in enhancing external ambassador activities,” explains Cao. “This means they are better at representing their organizations and building strong external relationships. On the other hand, middle-lower-level boundary spanners’ emotional intelligence is more effective in improving information scanning, which is crucial for internal coordination and communication.”
The implications of this research are significant for the energy sector, where megaprojects are common and inter-organizational relationships are critical for success. By understanding the different roles and impacts of boundary spanners at various levels, energy companies can better strategize and allocate resources to foster stronger collaborations.
“This study advances our understanding of emotional intelligence and relationship management in megaprojects,” says Cao. “It highlights the importance of tailoring strategies to the specific roles and levels of boundary spanners to maximize their impact on inter-organizational relationships.”
As the energy sector continues to embark on ambitious megaprojects, the insights from this research could shape future developments in project management and organizational behavior. By leveraging the emotional intelligence of boundary spanners, energy companies can build stronger, more resilient inter-organizational relationships that drive project success and commercial impact.