Vinsamlegast notið þetta auðkenni þegar þið vitnið til verksins eða tengið í það: http://hdl.handle.net/1946/33599
The objective of this study is to answer how different project leadership styles have an impact on a team members perceptions of project managers’ empathy. Quantitative research was conducted by interviewing five project leaders in these industries: software, innovation & production, insurance, engineering, and construction. To get additional information from their teams, quantitative research was conducted through an online survey. The answers were analyzed according to Daniel Goleman's (2011) theory of The Six Leadership styles (Goleman, 2011) and by the 7 keys of E.M.P.A.T.H.Y.® acronym scale questions (Riess & Neporent, 2018).
This explorative study concludes that different leadership styles seem to have an impact on team members perception of project manager’s empathy. In that context, the affiliative leadership style has the most effects together with: authoritative, coaching and democratic.
This study also implies that project leaders in construction and engineering use the least affiliative leadership style when leading, and thereby perceived the least empathic by their teams.
This findings from this explorative study have led the authors of the paper to create a definition of Applied Empathy that would be useful in project management leadership.
The definition emphasizes on how it could be a new interpersonal tool in project management. Subsequently, authors of this paper encourage all leaders of project management to achieve and develop their Applied Empathy skills in professional settings.
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