The role of Emotional Intelligence in Project Management

Revision as of 23:15, 21 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.

The Importance of EI in PM

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.
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.

The Importance of EI for Project Leaders

The reasons why Emotional ability is important for project leaders are:

• It helps you work effectively with others

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.

• It helps you engage your team

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.

• It makes you better at your job

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

Characteristics of EI

Daniel Goleman identifies five dimensions of emotional intelligence:

1. Self-awareness
   • 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.
2. Self-regulation
   • 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.
3. Motivation
   • 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.
4. Empathy
   • 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.
5. Social skills
   • 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.

Application

In order to apply EI skills or even improve them, one needs to:

1. Be reflective

   Reflect honestly about how you react to situations at work. Put some time aside to consider recent scenarios where you have been proud of how you responded to a situation on your project, and where you have not been proud of how you handled yourself. Think about why those situations happened and what you could have done to create a different outcome.

2. Take a self-assessment

   Ask for feedback. You can also do a self-evaluation to review your strengths and weaknesses as a project leader. Talk to your manager to see if you could access what is available.

3. Be accountable for your actions

   Leaders recognize and acknowledge when they could have done something better, and they own their mistakes. We all know that mistakes happen, so when they do, take action and apologize. You can't undo the past, but you can take responsibility for your behavior.

4. Manage stress

   Think about how you react to stressful situations at work. Do you see the same reactions in others when they are under pressure? How can you mitigate or manage those reactions in yourself and others? Think about why others may react differently to you.

5. Consider others

   Considering others is fundamental to demonstrating your EI at work. Think about how your actions will affect others on the team before you act on a decision. How would you feel if you suddenly heard about that decision? Are there ways you can help the team better respond to the decision? Put yourself in their position and try to see things from the other person's point of view.

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.