Date of Conferral







Sheryl D. Kristensen


Some construction project leaders in Nigeria have exhibited leadership ineffectiveness during periods of uncertainty due to a lack of emotional intelligence (EI) engagement. This has led to poor performance of construction projects in Nigeria. The purpose of this qualitative exploratory case study was to explore the engagement of EI in enhancing leadership effectiveness among construction project leaders in Nigeria during periods of uncertainty. Fifteen participants involving construction project leaders were selected through purposeful sampling from five construction firms in Abuja, Nigeria. The target participants were specifically chosen for their expertise and experience to ensure that the information created is relevant and high-quality. Mayer and Salovey’s four-branch model of emotional intelligence, Goleman’s emotional intelligence quadrant, and Fiedler’s contingency model of leadership model provided the conceptual frameworks for the study. Data were collected through semi-structured interviews, reports from partner organizations, and the researcher’s reflective field notes. The data were analyzed through thematic content analysis and triangulated with information from the existing literature. The findings revealed themes noting that project leaders should observe the emotions of their subordinates, be conscious of how their behaviors affect their subordinates, be empathetic in their decision-making, and coach their subordinates to develop their own EI. The practice of these themes by organizational leaders could foster policy changes in organizations, thus leading to positive social change.