Impact of PM intellectual competence, PM emotional competence,

PM managerial competence on project success with moderating role

of Islamic work ethics

Muhammad Ali Warsi

23834, MSPM (G-7), spring 2018

aliwarsi_1994@hotmail.com

Abstract

This research paper aims to investigate the moderating impacts of Islamic work ethics on the
relationships between project manager intellectual, emotional, managerial competences and
project success. A structural model was constructed to test the effects of project manager
competencies with Islamic work ethics on project success. By using a multi-item construct-based
questionnaire, a survey was conducted; questionnaires were filled by employees of project based
organizations in Pakistan. The respondents were both male and female. It was a self-administered
survey having a sample size of 250. The collected data was analyzed by using the techniques of
regression and correlation. The findings showed the positive effect of project manager intellectual,
emotional, managerial competencies on project success. Further, results also verify the positive
role of Islamic work ethics in moderating the relationship between project manager competencies
and project success. Practical implications of our findings along with limitations and future
directions have also been discussed in the study; this research can helps the project managers to
improve the competencies by adopting Islamic work ethics, this research will provide the
importance of Islamic work ethics and leadership competencies on project success with the proper
evidences.

Key words: Managerial competence, Islamic work ethics, Project success

 1. Introduction

Previous researches in this area show many factors of project success or failures studies
investigating the reason why projects fail or successful, for example (Turner and Muller, 2005)
provides list of factors which are contributed to the project success or failure. Several studies have
shown that the role of project manager is critical to project success. Researchers (Rezvani et. al.,
2016) have found that challenges which are arise in complex projects are mostly related with
managerial issues, rather than technical issue. Number of studies has been done after 2005 on
leadership qualities, especially the social capabilities of project managers and their relationship
with project success (Turner and Muller, 2010). Leadership qualities are the only personality
features that need to be taken into account for allocating project managers to projects (Dvir et al.,
2006). Researchers have found that religious inspirations on HR practices are very significant but
are a neglected area in research (Hashim, 2010). In this research our aim is to find a correlation
between three leaderships attributes Intellectual Competence, Managerial Competence and
Emotional Competence and their impact on project success. Another factor which influences the
project managers/individual attitude towards project success is work ethics and in respect of this
study it’s (Islamic Work Ethics).

Intellectual Competence (IQ) is a broad progress involving intellectual and non-subjective

characteristics, in view of the identification of empirically observable individual differences
leading to differences in future achievement. Accordingly, intellectual competence results from
the product of intelligence (both self-perceived and ‘actual’) and personality qualities. Intellectual
competence is one of important factor in project success, project manager with (IQ) better analyze
the project and propose better solution to make project successful. Emotional Competence (EQ) is
more important than (IQ) because it supports longer term results in project success. Emotional
Competence (EQ) is defined as ability to express or release inner feelings & emotions, it is
basically soft skills to recognize, interpret and respond constructively to emotions of self and
others. Project manager with Emotional competence handle feelings against disagreements and
unexpected situations in project life cycle, so its helps a lot to achieve high level of project success.
Managerial Competence (MQ) is skills to solving problems, good communication skills and ability
to work with team and team building. Sound knowledge of project, Manage conflicts, unexpected
situations, analyzing and utilizing financial and human assets in project are basic managerial
competences, if project manager have these managerial skills then project is achieve high level of
success. (IQ), (EQ) and (MQ) of project managers are the basic fundamentals of project success.

Work Ethics and especially Islamic Work Ethics are also plays a major role in project success,
Researcher (Wahibur, 2010) stated that Islamic work standards are not only important for daily
life problems and routines but also important for business which is one of our priorities in life, as
a result the employees who belief and follow the Islamic work standards are more satisfied with
their jobs and they are more committed with their business. Islamic also provides the moral base
for a variety of personal attributes that promote economic development (Ali, 1992). If project
manager know the Islamic work ethics and if project manager adopt the Islamic work ethics along
with the intellectual, emotional and managerial competencies it affects the overall project success
rate.

The key purpose of this study is to find out the impact of project manager’s Intellectual
competencies, Managerial competencies and Emotional competencies on project success by taking
Islamic Work Ethics as a moderating variable. Islamic Work Ethics has added here as a moderating
variable that has not been added before as a moderator in the presence of independent and
dependent variables of our research. The major findings of this research are to help out the
employees/project managers who are working in project based organizations in Islamic countries,
because Islamic work ethics is guiding principles that distinguish what is right form what is wrong
and helps organizations for their project success they have to focus on acquire project managers
who have intellectual, emotional and managerial competencies.

2. Literature Review

2.1 Project Success

Projects are different in scope, density and uniqueness, so the criteria for measuring success vary
from project to project (Muller and Turner, 2007). Leadership is an essential part of managing
complex projects, impacting directly on successful project outcomes (Shenhar et al., 2002). Impact
of leadership behaviors on project performance has been one of the major issues for both industry
and academic fields (Keller, 1992). (Marri et al. 2012) find strong positive impact of Islamic work
ethics in agriculture sector of Pakistan in organizational working. Islamic work ethics also
influence the success level of project. So project manager’s leadership competencies Intellectual
competence, Emotional competence and managerial competence plays a vital role in project
success with a moderating role of Islamic Work ethics.

2.2 Intellectual Competence, Managerial Competence, Emotional Competence and

Project Success

Managerial Competence (MQ) influences the success observation of the various stakeholder
groups, whereas Intellectual Competence (IQ) impacts the achievement of traditional project
success measures like time, cost, and quality and self-defined criteria. Emotional Competence
(EQ) impacts the achievement of two different criteria, project purpose, and team satisfaction.
Project managers with strong managing resources competencies should be assigned to projects
where stakeholders’ opinion of project success cannot be compromised. Project manager
competencies (IQ, EQ, MQ) is more important for long term project success is more important
than short term delivery within time, scope quality etc. (Turner and Muller, 2006). The previous
studies strongly support that project success strongly influence by project manager competencies
(IQ, EQ, MQ) on the basis of it the current study has also hypothesized that project manager
leadership competencies (IQ, EQ, MQ) has a significant impact on Project success.

H1: Intellectual competence will have a positive impact on project success

H2: Emotional competence will have a positive impact on project success
H3: Managerial competence will have a positive impact on project success

2.3 Islamic Work Ethics and Project success

Qur’an instructs the faithful involvement and commitment to work and does not allow unethical
work behavior like begging, laziness, and waste of time involved with unproductive activity
(Yousef, 2000). Islam is not a religion but its complete guide of how to live life and how to
complete work and daily activities. The earning of a living through lawful means is recognized as
a means for the achievement of man’s final objective and not an end in itself. Islamic work ethics
emphasizes on sincerity with job and completion of daily task on time with commitment. The
previous researches strongly support the project success is strongly influenced by adopting Islamic
work ethics on basis of previous studies this study has also hypothesized that Islamic Work Ethics
has a significant impact on Project success.

H4: Islamic work ethics have a positive impact on project success

2.4 Moderating role of Islamic work ethics between project manager leadership
competencies (IQ, EQ, MQ) and project success

(Khan and Rasheed, 2014) used Islamic work ethics as a moderator to check the positive and
negative impact on project success and concluded that Islamic work ethics plays a major role in
project success in projectile organization. The current study picks Islamic work ethics as a
moderator for the very first time with this believes that it actually moderates the relationship
between project managers Intellectual, Emotional and managerial competencies and project
success. This study assumes that whether there will be project manager leadership competencies
increase the level of project success would also be improved by adopting Islamic work ethics.

H5: Islamic work ethics moderates the relationship between project manager’s intellectual,
emotional and managerial competencies and project success.

Islamic Work Ethics

PM Intellectual
Competence

PM
Emotional Competence Project
Success

PM Managerial
Competence

Figure 1: Research Model

 3. Methodology

3.1 Participants of the Study

Project success is directly relate to the person who run or manage the project that’s why
professional and moral skills both are required to be a good project manager. Islam gives a clear
direction to complete the work. Project based organizations in Pakistan normally depends on
project manager, so project manager who have managerial and emotional competencies and
followed the Islamic work ethics have high rate of project success.

Using a convenience sampling technique, the data was collected from the employees of different
projectized organization of Pakistan. A total number of 250 Questionnaires were distributed in
both soft and hard form. All of them were completed and returned. So response rate is 100%. As
part of the request for voluntary participation, all participants were guaranteed confidentiality and
anonymity in order to assure the rationality of their responses. As our key study variable, the
Islamic Work Ethics required, we collected data from only Muslim employees.

The majority of the participants were male (67.2%). Average ages of participants were 27 (25.2%).
Average education was a Bachelor’s degree (56.4%). Most of them have working experience of 6-
8 years (12.4%).

3.2 Scales/ Measures Used

All study variables were measured using a 5 point Likert scale where 1 represented Strongly
Disagree and 5 represented Strongly Agree.

3.2.1 Project Success

Project success were measured using a 14 scale developed by (Aga et al., 2015). Sample includes
“The outcomes of the project have directly benefited the intended end users, either through
increasing efficiency or effectiveness”. Cronbach alpha of this scale was 0.622.

3.2.2 Islamic Work Ethics

Islamic Work Ethics were measured using a 17-scale developed by (Danish, 2000). Sample
includes “Producing more than enough to meet one’s personal needs contributes to the prosperity
of society as a whole.” Cronbach alpha of this scale was 0.669.

3.2.3 Project Manager (Intellectual Competence)

Project Manager Intellectual Competence (IQ) was measured using a 4-scale developed by
(Dulewicz and Higgs, 2004). Sample includes “Critical analysis and judgement”. Cronbach alpha
of this scale was 0.613.

3.2.4 Project Manager (Managerial Competence)

Project Manager Intellectual Competence (MQ) was measured using a 5-scale developed by
(Dulewicz and Higgs, 2004). Sample includes “Engaging Communication”. Cronbach alpha of
this scale was 0.619.

3.2.5 Project Manager (Emotional Competence)

Project Manager Intellectual Competence (EQ) was measured using a 7-scale developed by
(Dulewicz and Higgs, 2004). Sample includes “Emotional Resilience”. Cronbach alpha of this
scale was 0.627.

3.3 Control Variables

A one-way ANOVA was performed to control the variation in Project Success on the basis of
demographic variables used in the study. Result obtained from the one way ANOVA (see Table
1) indicated significant differences in the Project Success (dependent variable) across Gender (F=
0.245, p < .01). While no significant difference was found in mean values of Project Success
among groups on the bases of qualification, age and work experience.

Subsequently, factor identified as significant was entered as control variables in step 1 of

regression analysis for dependent variable.
 Project Success
Source of Variation F - Statistics P - value
Gender 0.245 0.006
Qualification 6.099 0.143
Age 0.994 0.024
Work Experience 0.974 0.023

4. Results

Means, standard deviation and correlation matrix are presented in Table 2.

Table 2: Means, Standard Deviation, Correlation and Reliabilities

Mean S.D 1 2 3 4 5 6 7 8 9
Gender 0.67 0.47
Qualification 0.44 0.49 .236**
Age 30.08 5.84 .508** .733**
Work Experience 6.71 3.85 .500** .748** .960**
Intellectual Competence (0.78)
4.43 0.27 .036 -.242** -.331** -.307**
Emotional Competence 4.39 0.20 -.014 -.159* -.214** -.192** .754** (0.44)
Managerial Competence (0.14)
4.42 0.23 -.020 -.167** -.254** -.237** .903** .915**
Islamic Work Ethics 4.42 0.12 .015 -.123 -.165** -.142* .424** .465** .487** (0.15)
Project Success 4.45 0.15 .031 -.155* -.181** -.161* .447** .511** .532** .911** (0.24)

n = 250; alpha reliabilities for Gender, 1, “male”, 2, “female”.

Qualification ranges from 1, “Masters”, 2, “Bachelors”.

The table indicates that Project manager Intellectual competence has a strong positive correlation
attitude towards change (0.424, p<0.01) which provides initial support for hypothesis 1. Same as
Intellectual Competence (IQ), Managerial and Emotional competencies both have strong positive
correlation attitude towards change which are (0.465, p < 0.01) and (0.487, p < 0.01) which
supported hypothesis 2 and hypothesis 3. On other side Islamic Work Ethics also has strong
positive correlation attitude towards change (0.911, p < 0.01) which supports the Hypothesis 4.
Values which are extracted from correlation supports the overall basic concept of research model.

4.1 Regression Analysis

Multiple regression analysis was used to test the main effects as well as the moderation effect of
the variables. The results obtained from regression analysis are presented in Table 3.

5. Discussion

Empirical analysis supported the proposed hypotheses of this research. Project manager’s
intellectual competence, emotional competence and managerial competence was found positively
affect attitude towards the project success. This directly support to hypothesis 1, 2, 3 and this
produced almost same results which support hypothesis of impact of project manager’s
intellectual, emotional and managerial competencies effect the project success (Turner and Muller,
2010). The data collected from employees of projectized organization that’s another reason of
results which we get from study, because such type of organization, the project success level is
directly depends on the project manager leadership and emotional qualities and capabilities.

Islamic Work Ethics were also found to have a strong significant positive relation with project
success and it also supports the relationship between project manager qualities and Islamic Work
Ethics. These findings were in support of previous studies conducted by (Wahibur, R. 2010) which
also finds results which support the hypothesis of by adopting Islamic work ethics in organization
may affect the job commitment and overall project success. This is also be possible because the
data collected from employees are all Muslims and they have clear point view that Islamic gives
us directions in all life and work related ethics Islamic also involved and by guidance of Islam it’s
also beneficial for project success.

6. Managerial Implications

Increased knowledge about the factors influencing project success is of great importance to
project-based organizations. Project manager’s skills and abilities have direct and indirect
influences on project success. Project manager have emotional, managerial and intellectual
competencies effects overall project success, helps to smoothly run the process, deliver real value
against the business opportunity, good leadership leads to project on higher success level, ensures
proper plan for executing, most important project manager have such qualities able to manage risks
and mitigated against to avoid becoming issues. So projectized organizations need to hire project
manager have such qualities and train the existing project managers through different workshops
and trainings which helps project managers to enhance their managerial, emotional and intellectual
skills. Project managers who strongly support or adopt the Islamic work ethics would be more
committed to their organizations. Islamic work ethics provide benefits to both employees and
organizations. Due to Islamic Work Ethics the productivity of employees are increase. Due to
adoption of Islamic Work Ethics by project manager, it helps to create good environment for work
which includes equality between employees, justice, consider work as duty, understanding and
negotiation that’s why project managers who have managerial, emotional and intellectual skills
and adopt Islamic Work Ethics in work will direct and indirect effect to success of project and
beneficial for organization.

7. Limitations and Directions for Future Research

This study, like all studies has certain limitations. First, it is confined to a limited number of
organizations, which in turn might limit the ability to generalize its findings and conclusions.
Further researchers are recommended to carry out the same research in other sectors such as
software houses, banks, telecom sector, government organizations, engineering firms and
healthcare organizations in order to enhance the generalizability of our findings. Second, Sample
size for this research is 250 in future sample size should be increase, to avoid common method
bias, future studies should consider using multi source data collection and longitudinal design.
Third, this research studies the combined effect of Project manager’s Emotional, Managerial,
intellectual competencies and Islamic Work Ethics, in future it is suggested to study or research
the Project Manager’s competencies individually and their impact on project success with Islamic
Work Ethics. It is suggested that researchers may study the Team building or Job satisfaction with
Islamic Work Ethics to research the combined effect of all on Project Success.
 8. Reference

Ali, J.A. (1992). Islamic work ethic in Arabia. Journal of Psychology 126(5), pp. 507-517.

Dvir, D., Sadeh, A. and Malach-Pines, A. (2006). Projects and project managers: the relationship
between project manager’s personality, project, project types, and project success. Project
Management Journal, 37(5), pp. 36-48.

Hashim, J. (2010). Human resource management practices on organizational commitment. The

Islamic perspective. 39(6), pp. 785–799.

Keller, R.T. (1992). Transformational leadership and the performance of R&D project groups.
Journal of Management 18(3), pp. 489–501.

Marri, M.Y.K., Sadozai, A.M., Zaman, H.M.F., Ramay, M.I. (2012). The impact of Islamic work
ethics on job satisfaction and organizational commitment. International Journal of Behavioral
Sciences 2(12), pp 32–45.

Muller, R., Turner, R., (2007). The influence of project managers on project success criteria and
project success by type of project. European Management Journal 25(4), pp. 298 – 309.

Shenhar, A.J., Tishler, A., Dvir, D., Lipovetsky, S., Lechler, T. (2002). Refining the search for
project success factors: a multivariate, typological approach. R&D Manag 32(2), pp. 111–126.

Turner, J.R., Mu¨ ller, R. (2006). Choosing Appropriate Project Managers: Matching their
Leadership Style to the Type of Project. International Journal of Project Manager 25(1), pp. 21
– 32.

Turner, J.R., Ralf Muller, R, (2005). The project manager’s leadership Style as a success factor
on projects: A literature review. Project Management Journal 36(2), pp. 49 - 61.
Rezvani, A., Chang, A., Wiewiora, A., Ashkanasy, N.M., Jordan, P.J., & Zolin, R. (2016).
Manager emotional intelligence and project success: The mediating role of job satisfaction and
trust. International Journal of Project Management 34(2), pp. 1112 – 1122.

Turner, J.R., Ralf Muller, R. (2010). Attitudes and leadership competences for project success.
Baltic Journal of Management 5(3), pp. 307 – 329.

Wahibur, R. (2010). The effect of Islamic work ethics on work outcomes. Electronic Journal of
Business Ethics and Organization Studies 15(1).

Yousef, D.A. (2000). Organizational commitment as a mediator of the relationship between

Islamic work ethics and attitudes toward organizational change. Human Relations 53(4), pp. 513
- 37.

Aga, D.A., Noorderhaven, N., Vallejo, B. (2015). Transformational leadership and project success:
The mediating role of team-building. International Journal of Project Manager 34(16), pp.806-
818.

Dulewicz, V., Higgs M. (2004). Assessing Leadership styles and organizational context. Journal
of Managerial Psychology 20(2), pp. 105 – 123.
 9. Appendix
10.

Dear Respondent,

I am a student of MS (Project Management) in Riphah International University (G-7 Campus)

Islamabad. I am conducting a research on “Impact of Project manager’s intellectual, managerial
and emotional competencies on project success with moderating role of Islamic Work Ethics”. For
this endeavor, I need your valuable feedback. You are requested to please spare few minutes. I
assure you that this data will remain confidential and will only be used for academic purpose. It
will not be shared with anyone. You need not mention your name. Thank you.

Section-A: (Demographics)

1. Gender: _____________________________

2. Education: _____________________________

3. Age (years): _____________________________

4. Work Experience: _____________________________

Section-B: (Project Success)

Strongly Disagree Neither Agree Strongly

Disagree (2) Agree Nor (4) Agree
(1) Disagree (5)
(3)
1 The project was completed on time.

2 The project was completed according to the

budget allocated.

3 The outcomes of the project are used by its

intended end users.
 4 The outcomes of the project are likely to be
sustained.

5 The outcomes of the project have directly

benefited the intended end users, either
through increasing efficiency or
effectiveness.

6 Given the problem for which it was

developed, the project seems to do the best
job of solving that problem.

7 I was satisfied with the process by which the

project was implemented.

8 Project team members were satisfied with

the process by which the project was
implemented.

9 The project had no or minimal start-up

problems because it was readily accepted by
its end users.

10 The project has directly led to improved

performance for the end users/target
beneficiaries.

11 The project has made a visible positive

impact on the target beneficiaries.

12 Project specifications were met by the time

of handover to the target beneficiaries.
The target beneficiaries were satisfied with
the outcomes of the project.

14 Our principal donors were satisfied with the

outcomes of the project implementation.

Section-C: (Intellectual Competence)

Strongly Disagree Neither Agree Strongly

Disagree (2) Agree Nor (4) Agree
(1) Disagree (5)
(3)
 1 Critical Analysis and Judgement

2 Vision and imagination:

3 Strategic perspective:

4 Identifies opportunities and threats

Section-D: (Emotional Competence)

Strongly Disagree Neither Agree Strongly

Disagree (2) Agree Nor (4) Agree
(1) Disagree (5)
(3)
1 Self-awareness:

2 Emotional resilience:

3 Intuitiveness:

4 Interpersonal sensitivity:

5 Influence:

6 Motivation:

7 Conscientiousness:

Section-E: (Managerial Competence)

Strongly Disagree Neither Agree Strongly

Disagree (2) Agree Nor (4) Agree
(1) Disagree (5)
(3)
1 Resource management:

2 Engaging communication:

3 Empowering:
 4 Developing:

5 Achieving:

Section-F: (Islamic Work Ethics)

Strongly Disagree Neither Agree Strongly

Disagree (2) Agree Nor (4) Agree
(1) Disagree (5)
(3)
1 Laziness is a vice.

2 Dedication to work is a virtue.

3 Good work benefits both on self and others.

4 Justice and generosity in the workplace are

necessary conditions for society’s welfare.

5 Producing more than enough to meet one’s

personal needs contributes to the prosperity
of society as a whole.

7 I was satisfied with the process by which the

project was implemented.

8 Work is not an end in itself but a means to

foster personal growth and social relations.

9 Life has no meaning without work.

10 More leisure is not good for society.

11 Human relations in organizations should be

emphasized and encouraged.

12 Work enables man to control nature.

14 Creative work is a source of happiness and

accomplishment.
15 Any man who works is more likely to get
ahead of life.

16 Work gives one the chance to be

independent.

17 A successful man is the one who meets

deadlines at work
18 One should constantly work hard to meet
responsibilities.

19 The value of work is derived from the

accompanying intention rather than its
results.