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Today such concept, as the project is firmly established in the life of almost any organization. Project activities, as well as any activity within the organization needs to manage, and in this case managers staff in project management. Functional (linear) and project management differ in the amount of tasks. If the functional Manager is mainly personnel management, it project manager performs more extensive features, which include: financial management, personnel management, operations (production) management, procurement and supply, technical-technological aspects of management, etc. Therefore, project Manager needs to have a sufficient level of competence and developed emotional intellect. The challenges facing leaders require the ability to carry out an active search for the necessary decision making information; to recognize the emotional state of the interlocutor, to interpret adequately the content of the received information taking into account their nature, degree of completeness and accuracy, the presence of "hidden meaning", manipulating, etc. The project Manager must be able to interact with their partners, subordinates to achieve the goals, to obtain the desired effect (change of behaviour, thoughts, relationships, etc.). The cross-reference relationships of the behavioral competencies of project managers on the models of the International Project Management Association (ICB 4.0) and the Japanese knowledge system P2M in the context of the development of emotional intelligence are investigated. The results of a comparative analysis of the behavioral competencies of the two knowledge systems identified key criteria for taxonomies that shape and develop the emotional intelligence of project managers.

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