The role of Emotional Intelligence in Project Management

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==Abstract==
 
==Abstract==
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'''Emotional Intelligence (EI)''' is the capability to understand and manage not only your own emotions but also those of the people around you. <ref> 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. </ref> 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.
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'''Emotional Intelligence (EI)''' is the capability to understand and manage not only your own emotions but also those of the people around you. <ref name= "Casper"> 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. </ref> 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.
  
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==The Importance of EI in PM==
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==History==
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The management of feelings is the key to build stable relationships both professionally and personally. The outcome of the projects does not completely depend on hard work. Career challenges and communications results are related to emotions. The more developed EI skill is, the better the project is managed, and as a result, more trustworthy leader is established. Furthermore, a high level of conscious use of emotional intelligence helps to manage various changes and deal with conflicts. The result is increased productivity and stronger team relationships, which ensure success in many projects.
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Emotional Intelligence (EI) first appeared in the early 1920s, in the bigger concept of "''social intelligence''" identified by E.L. Thorndike.<ref name="IEEE"> 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 </ref> The term "Emotional Intelligence" first appeared in 1964 in a paper, written by Michael Beldoch. <ref> 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 </ref> 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. <ref name="wiki"> https://en.wikipedia.org/wiki/Emotional_intelligence#cite_note-Goleman_1995-23 </ref> 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. <ref name="IEEE"/> <ref name="wiki"/>
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<br /> Emotional intelligence and leadership is all about creating a positive working environment where the project lead, can remove obstacles and help the people on the team deliver the project successfully. Aspects of emotional and social awareness include strong connected leadership, the ability to handle problems gracefully and being able to create and support effective teams using principles from the world of social and emotional intelligence translated into project management tools and techniques.
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==The Importance of EI for Project Leaders==
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==The Importance of EI in PM==
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The reasons why Emotional ability is important for project leaders are:
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Emotional intelligence is one of the most important factors in project management as it plays a crucial role in creating a positive working environment where the project lead, can remove obstacles and help the people on the team to deliver the project successfully. Aspects of emotional and social awareness include strong connected leadership, the ability to handle problems gracefully and being able to create and support effective teams using principles from the world of social and emotional intelligence translated into project management tools and techniques.
  
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*'''It helps you work effectively with others'''
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==Emotional Intelligence and Leadership==
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Strong emotional quotient makes it easier for you to 'get along' with others. You won't necessarily realize you're doing it, and neither will they, but you will draw on your ability to recognize and respond to feelings at work to get the best out of any interaction. On project teams where the individuals have not worked together before, this awareness can help people feel understood, respected and trusted.
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''Emotional intelligence'' is directly connected to the leadership. It is
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*'''It helps you engage your team'''
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As well as facilitating getting the work done, EI is important for engagement. You can communicate better, inspire others to achieve the project's vision, encourage and lead. When people want to work on a project and are engaged with their tasks, they are empowered to be more consistent and motivated.
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*'''It makes you better at your job'''
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EI is twice as important as technical skills or IQ, according to Harvard Business Review. In the top managers, it accounts for nearly 90% of the difference between average performers and those who excel in their jobs. Paying attention to your social awareness skills really will give your career a boost
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==Characteristics of EI==
 
==Characteristics of EI==
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Daniel Goleman identifies five dimensions of emotional intelligence:
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According to Goleman, Boyatzis, & McKee there are four dimensions of emotional intelligence: <ref name="Goleman"> Primal Leadership, Daniel Goleman, Richard Boyatzis, and Annie McKee (2002) reviewed by Deanne Bryce </ref>
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*self-awareness
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*self-management
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*social awareness
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*relationship management
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Even if there was used to be five domains, after statistical analysis, the authors ended up to four, as the fifth domain, which was motivation, it was assessed to be included into self-management. <ref name="Goleman"/>
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<br /> However, PMI introduces a fifth factor which is the ''Team Leadership''. <ref name="Casper"/> Each term is analyzed further below:
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<br />'''Self-awareness'''
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<br /> It is the ability to sense, identify and understand emotions. <ref name="Casper"/> It is an essential soft skill for project managers as by recognizing your own feelings, it can easier to make decisions or take actions, by being fully conscious.
 +
<br />'''Self-management'''
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<br /> It is the skill of keeping yourself in control and thinking before any reaction. It is a step further of ''self-awareness'' and essential skill as well.<ref name="Casper"/> Working environments are busy and constantly changing, so having a leader who is aware of his feelings and can control them, makes a positive difference to the team.
 +
<br />'''Social awareness'''
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<br /> It is the ability to understand the emotions of the others. <ref name="Casper"/> Project managers interact with many people, as a result they have to demonstrate strong social skills and empathy. They should be able to put themselves in someone's else place and understand how this person feels. This is an essential skill which can also help, in a project environment, to unserstand not only the team and colleagues but also stakeholders' expectations.
 +
<br />'''Relationship management'''
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<br /> It is close related to '' social awareness'' as it has mostly to do with the stakeholders relationships. A project manager has to manage both the project team and the stakeholders, keep a balance to all these interactions and get the best out of them. <ref name= "www"> https://online.imt-pm.com/blog/model-of-emotional-intelligence-for-project-managers-37 </ref>
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<br />'''Team Leadership'''
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<br /> It is the ability to create and communicate vision and passion to assist individuals and organizations in optimizing their potential.<ref name="Casper"/> In order to succeed in that leaders should communicate effectively, manage conflicts, motivate, enagage and inspire the team to develop further both professionally and personally <ref name= "www"/>
  
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#Self-awareness
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==Application==
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#*Self-awareness means that you are conscious of one's own emotions, and how they affect the decisions we make, our actions and those of others.
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#Self-regulation
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#*Self-regulation is the skill of keeping yourself in control and thinking before you speak and act. Project environments can be fast-paced, highly charged and constantly changing, so having a leader who is calm and considered makes a positive difference to the team.
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#Motivation
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#*Project managers are usually motivated people, because they need the persistence and drive to deliver a project successfully. Motivation is one of the components of EQ. It helps you consistently achieve your goals and push yourself to ensure a quality result in what you want to achieve.
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#Empathy
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#*Leaders with high EI are empathetic. They see things from others' perspectives, which is essential in a project setting because it ensures the end result meets stakeholders' expectations. Empathy also extends to the way you interact with your team and colleagues. Think about how you can develop their skills in ways that help them meet their own personal career goals.
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#Social skills
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#*Project professionals should demonstrate social skills that enable them to work with leaders across the business and people at all levels. Social skills include behaviors we typically think of as interpersonal skills, like conflict resolution, communication and facilitating change. These skills help set you apart as a project leader because they ensure the team can operate effectively.
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==References==
 
==References==
  
 
<references />
 
<references />

Latest revision as of 23:37, 28 February 2021

Contents

[edit] 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.

[edit] 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. [2] [4]

[edit] The Importance of EI in PM

Emotional intelligence is one of the most important factors in project management as it plays a crucial role in creating a positive working environment where the project lead, can remove obstacles and help the people on the team to deliver the project successfully. Aspects of emotional and social awareness include strong connected leadership, the ability to handle problems gracefully and being able to create and support effective teams using principles from the world of social and emotional intelligence translated into project management tools and techniques.

[edit] Emotional Intelligence and Leadership

Emotional intelligence is directly connected to the leadership. It is

[edit] Characteristics of EI

According to Goleman, Boyatzis, & McKee there are four dimensions of emotional intelligence: [5]

  • self-awareness
  • self-management
  • social awareness
  • relationship management

Even if there was used to be five domains, after statistical analysis, the authors ended up to four, as the fifth domain, which was motivation, it was assessed to be included into self-management. [5]
However, PMI introduces a fifth factor which is the Team Leadership. [1] Each term is analyzed further below:
Self-awareness
It is the ability to sense, identify and understand emotions. [1] It is an essential soft skill for project managers as by recognizing your own feelings, it can easier to make decisions or take actions, by being fully conscious.
Self-management
It is the skill of keeping yourself in control and thinking before any reaction. It is a step further of self-awareness and essential skill as well.[1] Working environments are busy and constantly changing, so having a leader who is aware of his feelings and can control them, makes a positive difference to the team.
Social awareness
It is the ability to understand the emotions of the others. [1] Project managers interact with many people, as a result they have to demonstrate strong social skills and empathy. They should be able to put themselves in someone's else place and understand how this person feels. This is an essential skill which can also help, in a project environment, to unserstand not only the team and colleagues but also stakeholders' expectations.
Relationship management
It is close related to social awareness as it has mostly to do with the stakeholders relationships. A project manager has to manage both the project team and the stakeholders, keep a balance to all these interactions and get the best out of them. [6]
Team Leadership
It is the ability to create and communicate vision and passion to assist individuals and organizations in optimizing their potential.[1] In order to succeed in that leaders should communicate effectively, manage conflicts, motivate, enagage and inspire the team to develop further both professionally and personally [6]

[edit] Application

[edit] References

  1. ↑ 1.0 1.1 1.2 1.3 1.4 1.5 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. ↑ 2.0 2.1 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. ↑ 4.0 4.1 https://en.wikipedia.org/wiki/Emotional_intelligence#cite_note-Goleman_1995-23
  5. ↑ 5.0 5.1 Primal Leadership, Daniel Goleman, Richard Boyatzis, and Annie McKee (2002) reviewed by Deanne Bryce
  6. ↑ 6.0 6.1 https://online.imt-pm.com/blog/model-of-emotional-intelligence-for-project-managers-37
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