Patterns of Social Intelligence and Leadership Style for Effective Virtual Project Management

This paper explores the relationship of social intelligence and leadership style for effective project management in projects with varying degrees of virtuality. In the present study, the author determines what leadership style is preferred in virtual projects and analyzes the differential effects of varying degrees of virtuality on social intelligence and leadership style. The author tests hypotheses with data collected from virtual project management professionals working on information technology projects in five countries. Results show that social awareness and relationship management are positively related to concern for task and concern for people and are found to be higher in more virtual than less virtual project team members. The findings have significant implications for leadership skills and behaviors as well as the role of social intelligence for effective virtual project management. The article adds to the understanding of effective management of virtual projects, suggesting new options to consider for project management and HR professionals.