The role of Emotional Intelligence in Project Management

Revision as of 20:56, 28 February 2021

Abstract

Emotional Intelligence (EI) is the capability to understand and manage not only your own emotions but also those of the people around you. ^[1] Further, emotions can be used as a source of energy, motivation, connection and influence and for this reason EI plays a crucial role in Project Management (PM), and more specifically for Project managers. Nowadays, EI is a topic of concern for many project managers. More companies are looking for better soft skills in their project managers. With the existing competitive global business environment, projects in organizations consist of cross-functional teams that are formed to utilize individual expertise. A project manager, whose primary responsibility is to achieve project goals, deals with these individuals. Since the rational and emotional aspects of a project can be proved quite complex, the role of the project manager is essential for the project success. Emotional competences are a benchmark for project managers and leaders. Successful leadership requires both cognitive and emotional competencies and cannot be relied just on technical competencies. Emotional intelligence is the skill that differentiates the top performers. Especially in the current business environment, project managers need not only to manage global, virtual, and multicultural projects, but also to establish a direction and align with the organization’s vision. This article primarily explains the importance of EI in project management and underlines the key areas involved in emotional intelligence for project managers and subsequently leaders.

History

Emotional Intelligence (EI) first appeared in the early 1920s, in the bigger concept of "social intelligence" identified by E.L. Thorndike.^[2] The term "Emotional Intelligence" first appeared in 1964 in a paper, written by Michael Beldoch. ^[3] Many articles followed, which tried to introduce different types of intelligence, other than IQ, when in 1989 Stanley Greenspan created a model to describe EI, which developed furher and subsequently published by Peter Salovey and John Mayer. ^[4] However, the term EI, became widely known by Daniel Goleman through his book: Emotional Intelligence – Why it can matter more than IQ, published in (1995) and his own position on describing EI in a broader perpsective. Cite error: Invalid <ref> tag; invalid names, e.g. too manyCite error: Invalid <ref> tag; invalid names, e.g. too many

The Importance of EI in PM

The Importance of EI for Project Leaders

Characteristics of EI

Application

Annotated Bibliography

References

1. ↑ Casper, C. M. (2002). Using emotional intelligence to improve project performance. Paper presented at Project Management Institute Annual Seminars & Symposium, San Antonio, TX. Newtown Square, PA: Project Management Institute.
2. ↑ Shazia Nauman,Zeeshan Ahmed Bhatti, Maliha Elahi, Umair Khalid (2006) Role of Emotional Intelligence in Virtual Project Management, 2006 IEEE International Conference on Management of Innovation and Technology
3. ↑ Project Management: A guide to the Project Management Body of Knowledge (PMBOK guide), 6th Edition (2017) https://www.project-management-prepcast.com/free/pmp-exam/articles/882-emotional-intelligence-and-project-management2
4. ↑ https://en.wikipedia.org/wiki/Emotional_intelligence#cite_note-Goleman_1995-23