THE RELATIONSHIP OF LEADERSHIP STYLES AND EMOTIONAL INTELLIGENCE WITH PROJECT SUCCESS: MEDIATING ROLE OF JOB SATISFACTION AND TRUST

Abstract

This study investigates the relationship between leadership styles and emotional intelligence with project success, with a particular focus on the mediating role of job satisfaction and trust. While extensive literature exists on project management in construction and IT sectors, limited research has been conducted in the context of non-governmental organizations (NGOs), especially in developing countries like Pakistan. NGOs often operate under project-based structures, facing unique challenges related to leadership, resource constraints, and human capital development. Drawing on data collected through a structured, pre-tested questionnaire from 160 project managers and team leaders working in NGOs, this research applies statistical analysis using SPSS to evaluate the proposed model. The findings reveal that transformational and transactional leadership styles, as well as high emotional intelligence, significantly contribute to project success. Additionally, job satisfaction and interpersonal trust partially mediate these relationships, reinforcing their importance in project-oriented environments. The study offers theoretical and practical implications by highlighting the significance of leadership behavior and emotional competence in achieving project outcomes, particularly in socially driven, resource-constrained organizational settings. Future research could expand these findings by exploring other moderating variables such as organizational culture or team dynamics in similar sectors.