The Mediating Role of Job Satisfaction and Transformational Leadership on Emotional Intelligence and Project Success

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Umer Ishfaq , Dr. Muhammad Mudassar Abbasi , Dr. Mahboob ullah , Rehman Hussain , Usama Yousaf


Project management is a new area in today's society, where many organizations work on ventures in a variety of fields. Rapid developments in technology, innovation, and patterns are triggered by environmental transformation, prompting people to demand new standards. Because of these dramatic transitions, companies are attempting to anticipate trends in a variety of areas, and as a result, most organizations are focusing on projection. Many project management tools and performance factors are assigned to the successful execution of the project by the PMBOK, and several others are included in the literature. Unfortunately, many businesses are also ignorant of these tools and efficiency indicators, which can be critical to a project's progress. Companies are often faced with the challenge of determining which success indicators are more valuable and adaptable to various programmers. Many businesses are working hard to improve as a result of this critical problem. Organizations in Pakistan, on the other hand, are also in the process of identifying and understanding success factors. Several experiments have been conducted in the field of identifying success indicators and their importance. However, no research has yet been undertaken to look into the impacts of managers' relational intelligence over the performance of a project, given the mediating role of transformational leadership and job satisfaction of a manager.

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