PRJM6010 - Emotional Intelligence: Project Management Success

This essay discusses the crucial role of emotional intelligence (EI) in project management, highlighting its impact on team dynamics, decision-making, and overall project success. It examines how self-awareness, self-regulation, motivation, empathy, and social skills contribute to effective leadership and interpersonal relationships within project teams. The essay further explores the importance of EI in managing conflicts, fostering collaboration, and building trust among team members. Drawing on relevant research and theories, it emphasizes the significance of EI for project managers in creating a positive and productive work environment, ultimately leading to improved project outcomes. The document is a student contribution and more solved assignments are available on Desklib.

Running head: PROJECT MANAGEMENT
PROJECT MANAGEMENT
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Introduction
The globalization and rapid evolution of industry has elevated the number of multifaceted
projects across diverse segments which involve infrastructure as well as aerospace industries.
The series of contests related with these projects however remained these projects are highly
significant. Majority of these complex projects have a tendency to to be characterized by
substantial resources, funds and issues associated with complex mechanisms and systems such as
factors related to nonlinearity, indiscretion and ambiguity1. These multifaceted projects typically
invite strong public interest and political concern because of extensive social, environment,
national as well as global implications which are being integrated to the success as well as failure
of such enterprises. In the execution of such complex projects, project management and
leadership skills may be identified as the most crucial determinants of attainable project
outcomes. The great prospective of emotional intelligence has been revealed in the domain of
project management as well as leadership. The essay highlights the role of emotional intelligence
in the longstanding decent interpersonal associations within organizations which tend to intensify
ingenuity, problem resolving abilities and impacts the overall effectiveness of an organization.
Discussion
As emotions typically serve a coercive role in workplaces, it is highly pertinent to
comprehend its attributes and outcomes at workplaces. In grasping the value and effectiveness in
organizations, it is of considerable significance to delve into the impacts of emotions on project
1 Rezvani, Azadeh, Artemis Chang, Anna Wiewiora, Neal M. Ashkanasy, Peter J. Jordan, and Roxanne Zolin.
"Manager emotional intelligence and project success: The mediating role of job satisfaction and trust." International
Journal of Project Management 34, no. 7 (2016): 1112-1122. http://dx.doi.org/10.1016/j.ijproman.2016.05.012

2PROJECT MANAGEMENT
teams as well as the projects which the leaders aim to execute2. Little et al. (2016)3 have
observed an integrated connection between communication and emotional factors in a project.
Factors of self-awareness are associated to responsive self-conscious which implies that highly
competent project managers obtain insights related to own benefits and limitations and further
comprehend their emotions. Role of emotions in the domain of project management tend to
influence the perceptions as well as decision making procedures not only on the team managers
but also on other teams. Takey, Sílvia and Marly Monteiro de (2015) hold the opinion4 that self-
awareness of personal reactions is regarded as being essential for facilitating and regulating
project teams. Exceptional managers engaged in project management teams possess the capacity
of evaluating self-assessments and elevated rate of self-esteem which emerge from factors of
self-dignity and respect facilitating leaders to be sincere and real leaders.
The value of emotions in the management of emotions does not exhibit a tendency to
prevent but further facilitates the process of performing the tasks necessitating self-regulation
attributes. It has been observed that project managers exhibit self-regulation capacity to exhibit
emotional development revealed in high-capacity evaluation as well as emotional regulation5.
Project managers who constitute high level of flexibility contesting with altering situations or
hindrances is identified as highly atypical in the sphere of project management specifically in
2 Mazur, Alicia, Anne Pisarski, Artemis Chang, and Neal M. Ashkanasy. "Rating defence major project success: The
role of personal attributes and stakeholder relationships." International journal of project management 32, no. 6
(2014): 944-957. https://doi.org/10.1016/j.ijproman.2013.10.018
3 Little, Laura M., Janaki Gooty, and Michele Williams. "The role of leader emotion management in leader–member
exchange and follower outcomes." The Leadership Quarterly 27, no. 1 (2016): 85-97.
https://doi.org/10.1016/j.leaqua.2015.08.007
4 Takey, Sílvia Mayumi, and Marly Monteiro de Carvalho. "Competency mapping in project management: An action
research study in an engineering company." International Journal of Project Management 33, no. 4 (2015): 784-
796. http://dx.doi.org/10.1016/j.ijproman.2014.10.013
5 Alkahtani, Ali Hussein. "The influence of leadership styles on organizational commitment: The moderating effect
of emotional intelligence." Business and Management Studies 2, no. 1 (2015): 23-34. doi:10.11114/bms.v2i1.1091

3PROJECT MANAGEMENT
dynamic world. The significant attributes of emotions have been observed in the sense of self-
initiative, proactive and emphasis on achievements. Furthermore, the emotional ability in the
sphere of project management effectively facilitates project managers to competently attain
dignity, dedication, trust and commitment among team members6. These emotional skills related
to relationship management are considered to well-established abilities, listening as well as the
ability of support and reassurance. Factors related to relationship management are recognized as
immensely competent abilities for project managers to attain utmost success in the execution of
any project management activities. However, it is highly essential for project managers to
effectively guide team associates in the process of induction and training.
Kotter sheds light on the emotionally intelligent managers who lucratively manage any
forms of negotiations or conflicting situations within teams or organization. These managers
further expose the tendency to comprehend various forms of emotions, suggestions, opinions or
affections of conflicting parties7. Furthermore, they tend to distinguish a universal ground
whereby the individuals engaged in negotiation process would reach to an amicable point. Such
emotionally intelligent managers exhibit a propensity to generate the force and energy of the
disagreeing parties towards a common principle. These project manages further develop the
competence of organizing teams producing effective outcomes and create high level of
flexibility, amicable as well as collegial ambience. Furthermore the value and significance of
emotional intelligence must not be disregarded as organizations in recent times have perceived
the implication of emotional intelligence as highly important. Goleman holds the opinion that
exceptionally competent leaders tend to exhibit productivity not based the strategies which are
6 Sunindijo, Riza Yosia. "Project manager skills for improving project performance." International Journal of
Business Performance Management 16, no. 1 (2015): 67-83. doi:10.1504/IJBPM.2015.066041
7 Koya, K., Anderson, J., Sice, P. and Kotter, R., 2015. Attributes of embodied leadership: A beginning in the next
chapter of leadership development. Human Systems Management, 34(4), pp.287-300.

4PROJECT MANAGEMENT
executed but for the attainment which are attributed on the accuracy level managers stimulate
their emotions in appropriate directions8. Authors further observed that leaders in project
management can generate exceptional capabilities if they can effectively comprehend the role
and importance of emotions in the enhancing business outcomes, loyalty dedication and morale.
At this juncture, the rate of awareness obtained by emotional intelligence in the domain
of project management must be taken into consideration. However it has been noted that
diminutive rate of investigation has been conducted in the sphere of project management and that
considerable level of research could have divulged greater level of awareness in these areas. On
the other hand, researchers who observed that most corporations operating in developed nations
like US, UK or Australia tend to be over managed or being under directed. Unconstructive times
in project management have the propensity to isolate managers and develop their level of
importance and recognition9. There can be witnessed five important determinants of elevating
attributes of Emotional Intelligence (EI) in the domain of project management such as self-
motivation, self-management, interpersonal management, self-awareness, and leadership.
Authors note factors of self-awareness as immensely essential while making any decisions or
executing actions. Leaders comprising high level of self-awareness typically exhibit amenability
towards suggestions, opinions and capable of sustaining significant perspectives during all
project phases10. As execution of project management necessitates effectual planning and
strategizing greater degree of self management ability are recognized to be highly valuable in
8 Goleman, Daniel, and R. Boyatzis. "Emotional intelligence has 12 elements. Which do you need to work
on." Harvard Business Review 84, no. 2 (2017): 1-5.
9 Ruvalcaba-Romero, Norma Alicia, Pablo Fernández-Berrocal, José Guadalupe Salazar-Estrada, and Julia
Gallegos-Guajardo. "Positive emotions, self-esteem, interpersonal relationships and social support as mediators
between emotional intelligence and life satisfaction." Journal of Behavior, Health & Social Issues 9, no. 1 (2017): 1-
6.
10 Goleman, Daniel, and Matthew Lippincott. 2017. "Without Emotional Intelligence, Mindfulness Doesn’T Work".
Harvard Business Review. https://hbr.org/2017/09/sgc-what-really-makes-mindfulness-work.

5PROJECT MANAGEMENT
these areas. Furthermore, attributes associated to self motivation is considered as the skill to
effectively emphasize on the strength and coerciveness of emotions on a specific purpose. It has
been noted that project teams constituting specific aims and purposes exhibit greater degree of
dedication, passion, perspective and further utilize their potentials. Highly effective self-
motivators employed in the execution of project management exhibit a highly affirmative
attitude towards the outcome of the project. It is important to note that the attainment of projects
rely at a great extent on competence level of teams in order to synergize or further circumvent
specific consequences in the project execution11. Furthermore, emotionally intelligent manager
engaged in project management domain typically enthuse, facilitates, contests as well as
reinforces the capacity of teams. Specific conducts or behaviours of project managers tend to
have greater degree of influence on the project environment in comparison to other crucial
factors. Thus affect of leadership posses a direct correspondence to the motivational and
enthusiasm level of the team.
Goleman has recognized certain differentiation between forms of emotional as well as
non-emotional types of leaders in significant and discordant managers in the field of project
management. Resonant managers are typically identified as the ones exhibiting high level of
emotional intelligence and can easily seek substantial level responsive resonance in the team.
These managers further reveal a valuable emotional impact on the teams and further sustain
group decision-making processes12. Thus emotionally intelligent or resounding project managers
do not serve a decisive role towards teams but tend to influence teams with diverse range of
coordinated actions which essentially constitute specific management styles. It is important to
11 Goleman, Daniel, and R. Boyatzis. "Emotional intelligence has 12 elements. Which do you need to work
on." Harvard Business Review 84, no. 2 (2017): 1-5.
12 Goleman, Daniel, and Michele Nevarez. 2018. "Boost Your Emotional Intelligence With These 3 Questions".
Harvard Business Review. https://hbr.org/2018/08/boost-your-emotional-intelligence-with-these-3-questions.

6PROJECT MANAGEMENT
note that most efficient and proficient project managers typically serve a role in accordance to
six varied management techniques. Project managers with high resonance and characteristic
value adeptly fit in these forms of management techniques based on situational perspectives.
Furthermore, four management techniques such as visionary, training, affiliative as well as
democratic style has significantly established attributes of resonance which encourages
achievements and success in project whereby dictating tempo or imperious techniques must be
functional in project management with considerable level of caution in order to mitigate risks
and threats emerging in the process of project management.
Furthermore, in specific perspectives of complex project management, factors related to
communication, support, alliance and collaboration between project managers and team
associates tend to develop highly critical and influential. On the other hand, significant deficit of
trust and commitment produced by managers in project management domain instigates defensive
and cynical behaviours and create obstructions to the flow of effective communication,
cooperative associations as well as extensive problem solving abilities13. Such unconstructive
behaviours however can act consequentially in the actions of project manager on distinguishing
symbols of significant opportunism and ineffective enactment instead of emphasizing on
affirmative factors which are likely to result in the attainment of projects.
Conclusion
To conclude it can be stated that project managers project managers capable of obtaining
comprehensive insights regarding talents, perceptions and potentials of themselves as well as
their project teams. These teams furthermore possess the ability to sustain their own emotions
and further associate with team members. Effective recognition of emotional intelligence
13 Sunindijo, Riza Yosia. "Project manager skills for improving project performance." International Journal of
Business Performance Management 16, no. 1 (2015): 67-83. doi:10.1504/IJBPM.2015.066041

7PROJECT MANAGEMENT
persuades the success and achievements of project managers. The essay has provided inclusive
insights of the value and role of emotions in the domain of project management and the way it
impacts project managers in building teams and effectively facilitates implementation of aims,
visions, goals and culture of the organization.

8PROJECT MANAGEMENT
References
Alkahtani, Ali Hussein. "The influence of leadership styles on organizational commitment: The
moderating effect of emotional intelligence." Business and Management Studies 2, no. 1 (2015):
23-34. doi:10.11114/bms.v2i1.1091
Goleman, Daniel, and Matthew Lippincott. 2017. "Without Emotional Intelligence, Mindfulness
Doesn’T Work". Harvard Business Review. https://hbr.org/2017/09/sgc-what-really-makes-
mindfulness-work.
Goleman, Daniel, and Michele Nevarez. 2018. "Boost Your Emotional Intelligence With These 3
Questions". Harvard Business Review. https://hbr.org/2018/08/boost-your-emotional-
intelligence-with-these-3-questions.
Goleman, Daniel, and R. Boyatzis. "Emotional intelligence has 12 elements. Which do you need
to work on." Harvard Business Review 84, no. 2 (2017): 1-5.
Koya, K., Anderson, J., Sice, P. and Kotter, R., 2015. Attributes of embodied leadership: A
beginning in the next chapter of leadership development. Human Systems Management, 34(4),
pp.287-300.
Little, Laura M., Janaki Gooty, and Michele Williams. "The role of leader emotion management
in leader–member exchange and follower outcomes." The Leadership Quarterly 27, no. 1 (2016):
85-97. https://doi.org/10.1016/j.leaqua.2015.08.007
Mazur, Alicia, Anne Pisarski, Artemis Chang, and Neal M. Ashkanasy. "Rating defence major
project success: The role of personal attributes and stakeholder relationships." International
journal of project management 32, no. 6 (2014): 944-957.
https://doi.org/10.1016/j.ijproman.2013.10.018
Rezvani, Azadeh, Artemis Chang, Anna Wiewiora, Neal M. Ashkanasy, Peter J. Jordan, and

9PROJECT MANAGEMENT
Roxanne Zolin. "Manager emotional intelligence and project success: The mediating role of job
satisfaction and trust." International Journal of Project Management 34, no. 7 (2016): 1112-
1122. http://dx.doi.org/10.1016/j.ijproman.2016.05.012
Ruvalcaba-Romero, Norma Alicia, Pablo Fernández-Berrocal, José Guadalupe Salazar-Estrada,
and Julia Gallegos-Guajardo. "Positive emotions, self-esteem, interpersonal relationships and
social support as mediators between emotional intelligence and life satisfaction." Journal of
Behavior, Health & Social Issues 9, no. 1 (2017): 1-6.
Sunindijo, Riza Yosia. "Project manager skills for improving project
performance." International Journal of Business Performance Management 16, no. 1 (2015): 67-
83. doi:10.1504/IJBPM.2015.066041
Takey, Sílvia Mayumi, and Marly Monteiro de Carvalho. "Competency mapping in project
management: An action research study in an engineering company." International Journal of
Project Management 33, no. 4 (2015): 784-796.
http://dx.doi.org/10.1016/j.ijproman.2014.10.013