The Correlation between Emotional Intelligence and Project Management Success

As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects.

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Emotional Intelligence and Leadership Styles in Construction Project Management

Journal of Management in Engineering ◽

10.1061/(asce)0742-597x(2007)23:4(166) ◽

2007 ◽

Vol 23 (4) ◽

pp. 166-170 ◽

Cited By ~ 53

Author(s):

Riza Yosia Sunindijo ◽

Bonaventura H. Hadikusumo ◽

Stephen Ogunlana

Keyword(s):

Emotional Intelligence ◽

Project Management ◽

Leadership Styles ◽

Construction Project ◽

Construction Project Management

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The role of emotional intelligence in project management

Humanities Bulletin of BMSTU ◽

10.18698/2306-8477-2021-5-742 ◽

2021 ◽

Author(s):

E.A. Shkirmontova ◽

◽

V.D. Shulman ◽

Keyword(s):

Emotional Intelligence ◽

Project Management

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Self Organising and Virtual Teams

Principles of Sustainable Project Management ◽

10.23912/9781911396857-3952 ◽

2018 ◽

Author(s):

Mohamed Salama ◽

Maria Mataj

Keyword(s):

Emotional Intelligence ◽

Project Management ◽

Virtual Teams ◽

Team Performance ◽

Management Practice ◽

Team Members ◽

Sixth Edition ◽

High Performing ◽

Talented People ◽

And Performance

Amid the shift towards digital economies in the context of globalisation, project team members are required to work together remotely, utilising the current highly accessible technology (Han and Beyerlein, 2016). Virtual teams are growing rapidly in today’s world as companies are being involved in a constant fight for existence, due to the very vibrant and continuous competition which makes organizations emerge in different countries. Being a global organisation involves synchronization among people situated in diverse geographical areas, thus there arises the necessity for managing global virtual teams, assigned to resolve issues at a global level (Paul et al., 2016). The existence of a variety of technologies allows companies to have access to a large pool of talented people located all over the world, as it reduces costs and facilitates cooperation among different locations and time zones (Paul et al., 2016). According to Hertel et al. (2005), the allocation of work among employees has become more efficient due to the evolvement of technology. Consequently, for international companies to collaborate with each other and to have high performing virtual teams, there has been a need to consider the impact of cultural diversity on virtual teams’ practices and performance (Han and Beyerlein, 2016). This discussion should also include self-organising teams in the context of agile methodologies and beyond. In addition, studies have been focusing on how emotional intelligence impacts teams and groups (Wolff et al., 2001). However, limited research has been conducted on how culture and emotional intelligence impact virtual team performance in the context of project management. This chapter aims to discuss the critical area of managing project teams with emphasis on the relationship between culture, communication, emotional intelligence and trust in self-organising and virtual teams, and how the interaction between these factors impact team performance. This attempts to answer the call by the sixth edition of the PMI PMBOK that emphasised the importance of developing the soft skills of project managers in the pursuit of enhancing project management practice amid the growing interest in sustainability in general. In addition, this endorses and further justifies the suggested paradigm shift that the authors advocate, in pursuit of sustainable project management.

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STUDY ON PROJECT MANAGEMENT IN EMOTIONAL INTELLIGENCE

Amity Journal of Professional Practices ◽

10.55054/ajpp.v1i1.459 ◽

2021 ◽

Vol 1 (1) ◽

Author(s):

Ken Rabac ◽

Deepak Jain

Keyword(s):

Emotional Intelligence ◽

Project Management ◽

Project Leader ◽

Adverse Consequence ◽

High Emotional Intelligence

The regularly focused on solitary credits that sway a leader's adequacy. This investigation, all things considered, takes a gander at whether emotional intelligence directs the expected adverse consequence of appropriated presence on commitment and impact, and at last, leader viability. Buttressed by emotional intelligence, commitment, and impact speculations, the exploration question focused on how emotional intelligence abilities moderate the effect of a project supervisor's disseminated presence to deliver the leader powerful. The investigation test for this exploration came from deliberate members who work for a U.S. government office including leaders co-situated with their groups and conveyed presence leaders. Elucidating insights showed that leaders with higher emotional intelligence (EI) were more captivating and compelling than co-found leaders with high EI. Relapse investigations showed most noteworthy importance between the reliant factors commitment and impact and the autonomous factors of disseminated presence and emotional intelligence when utilizing emotional intelligence branches and undertakings for the EI factors. Information from this examination showed appropriated presence leaders with high emotional intelligence capacities impact commitment and impact decidedly. Crafted by this examination propels bits of knowledge into how emotional intelligence impacts, decidedly, project leader commitment and impact when the project administrator's quality is dispersed. The information delivered by this exploration was enlightening however just partly on the grounds that outcomes were not adequately broad. In any case, the use of this investigation applies to the down to earth world as dispersed groups is by all accounts a more perpetual piece of the business scene than impermanent, and figuring out how to more readily fill in as a project supervisor with disseminated presence is fundamental for the two associations and project chiefs.

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