The Bartlett School of Construction and Project Management, University College London Abstract Emotional Intelligence (EI) has been associated with enhanced individual and group work performance. Despite tentative claims that it can improve the performance of project teams there has been little empirical research to confirm this assumption. EMOTIONAL INTELLIGENCE AND LEADERSHIP Emotional intelligence bears an important impact on self-development of the manager and his leadership qualities. Practicing activities that support EI behavior illuminates positive effects that can be observed and measured by higher productivity. Its impact is visible in building. Is a positive correlation between project managers’ emotional intelligence and their educational level. Methodology, findings and discussion of the research can be found in the fourth chapter of the paper. Dimensions of project managers’ emotional intelligence.
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The project management literature shows a shift from a technical focus to a people focus in recent years, and a critical dimension considered to be associated with the success of the projects is personal competencies of project managers. More recently, Emotional Intelligence (EI) has been suggested as a unique area of individual differences that is likely to underpin project managers’ behaviors associated with the success of the projects. Project managers who master EI will set themselves apart from other project managers.
When taking in this course, you will:
- Understand the role of Emotional Intelligence in project management
- Learn the value of self-awareness and self-regulating your emotions
- Master key Emotional Intelligence factors
- Apply Emotional Intelligence to real-world scenarios
- Become a great project manager and be able to lead from small teams to large and complex projects.
Course information on PMI CCRS: https://ccrs.pmi.org/search/course/451898
An interesting thing is happening in the 21st century workplace: The more technology we have in this digital age, the more we automate tasks and trust machines to take over duties, the more we realize the importance of emotions. Yes, emotions, and more specifically emotional intelligence. Emotional intelligence is our ability to recognize emotions in ourselves and others, to understand their effect, and to use that knowledge to guide our thoughts and behaviors. Because emotional intelligent people tend to get along better with others and be more empathetic and compassionate, they are likely to be more successful compared to their counterparts. And that makes emotional intelligence something worth learning more about.
Self-management happens when we begin to use our awareness of our feelings to manage ourselves. Building on the base of self-awareness, we use that information to control and manage our emotions. Self-management is the ability to control our emotions so that they don’t control us. That is the simple but powerful truth about self-management. We need to use what we know about our emotions to control and manage those emotions and our behavior. This includes techniques that help us to regulate our emotions, to identify and prevent emotional triggers, and to identify and prevent thinking that can lead to emotional breakdowns.
Relationship managementis using our emotional understanding of others to build relationships with them. The relationship management domain builds on the first three emotional intelligence domains. In other words, our success in relationship management is going to be a function of our success in self-awareness, self-management, and social awareness.
In the previous lessons, we explored the various aspects of emotional intelligence and project management. We started by looking at emotional intelligence for the project manager, then we broadened our view to include interactions with members of the team and other stakeholders. This lesson looks at how project managers can leverage emotional intelligence to create an environment that is positive and productive for the project team. There is a direct correlation between the team environment and the productivity and satisfaction levels of the team members. Whether intentional or not, the PM sets the overall tone and mood of the project. Through their actions and communications, PMs can create either resonance or dissonance in the project environment. We will look at ways that PMs can carry out their responsibilities and contribute to a positive team environment. Finally, we will finish the chapter with a list of techniques that PMs can put to work immediately to improve the environment of their projects.
APPENDIX A: Emotional Intelligence for Project Managers – A Case of Vietnam
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This is a research about Emotional Intelligence for Project Managers: A Case of Vietnam. This research will identify whether project managers in Vietnam, apply EI in their work, and identify whether the application of EI, can develop personal competencies of project managers in Vietnam.
Chapter 6 – Emotional Intelligence, Communication, and Coaching
People will be much easier to persuade to adopt your point of view if they believe that you have their interests at heart. Well-planned communications can help you to set the appropriate emotional tone. Poorly executed communications can trigger negative emotions, causing you unnecessary hassle.
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Chapter 7 – Emotional Intelligence, Change, Conflict, and Leadership
Successful managers are forward-thinking and open to change. The ability to recognize conflict and to take action to resolve it as soon as possible is an essential skill. The Blake and Mouton model can help you to understand conflict. Conflicts involve feelings and these need to be understood and managed.
|You will learn:
- What behaviors are involved in each of the four competencies that make up EQ
- How to examine your own behaviors in each area honestly and objectively
- How to use the reflective cycle technique to boost your own emotional intelligence
- How emotional intelligence can make team leadership easier and more effective
- How it can be applied to change management situations and to resolving conflicts
Emotional Intelligence in the Workplace – To develop your emotional intelligence in the workplace you must be willing to openly and honestly reflect on your own performance and behavior. Your long-term success relies on you making this an iterative process throughout your career.
Avoiding Stress at Work – Everyone has their unique level of over-commitment that leads to stress at work. Knowing when you are approaching this level and taking positive steps to keep control are key to maintaining your performance and productivity. You need to be aware of your stress symptoms.