Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management

Abstract

As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects.

Exploring project managers’ perception of stress when working in increasingly complex construction projects

“…High emotional intelligence is considered to be a positive attribute for project managers (Rezvani et al, 2016;Muller, 2007;Livesey, 2015) leading to project success, better job satisfaction and trust in others. Emotional intelligence (EI) is the capability of individuals to recognize their own, and other people's emotions, to discern between different feelings and label them appropriately, to use emotional information to guide thinking and behaviour, and to manage and/or adjust emotions to adapt environments or achieve one's goal(s) (Colman, 2009).…”

Correlation of Internal Communication With Emotional Intelligence in Project Teams in Organization “X”

“…Emocionālā un sociālā intelekta kompetence ir apgūta spēja, kas balstīta uz emocionālo intelektu, veicinot efektīvu sniegumu darbā. Pēc Golemana un Bojacis (Goleman & Boyatzis) uzskatiem, emocionālais intelekts tiek novērots, personai demonstrējot tādas kompetences, kā "sevis apzināšanos", "sevis vadīšanu", "sociālo apzināšanos" un "attiecību vadību" atbilstošā laikā un pietiekami bieži, lai būtu efektīvs situācijā (Livesey, 2017).…”

“…Nesen veiktā pētījumā tika atzīta 95% emocionālā intelekta kompetenču saistība ar projektos identificētajām problēmām, tajā skaitā konfliktiem, kas radušies komunikācijas problēmu dēļ. Pētījumā tika konstatēts, ka tālākai izpētei nepieciešams padziļināti izpētīt ne tikai projektu vadītāju, bet arī projektu komandu dalībnieku emocionālā intelekta ietekmi uz kādu no projektos identificētajām problēmām (Livesey, 2017).…”

A Importância Dos Soft Skills Nas Descrições Das Vagas De Gerente De Projetos De Ti

“…Os soft skills podem ser compreendidos como habilidades interpessoais (Bolli & Renold, 2015;Gray & Ulbrich, 2017;Skulmoski & Hartman, 2009). Já para Livesey (2017), soft skills são as habilidades que envolvem a gestão de pessoas. Em seu artigo, Turner (2016) descreve que os soft skills são um insight sobre as qualidades necessárias para o gerente de projetos ser bem-sucedido.…”

“…Autores Definições de soft skills Livesey (2017) -Habilidades que envolvem a gestão de pessoas. Turner (2016) -Insight sobre as qualidades necessárias para o gerente de projetos ser bemsucedido.…”