Investigating the Impact of Project Managers’ Emotional Intelligence on Their Interpersonal Competence

Abstract

This article summarizes recent research that examined the impact of project managers' emotional intelligence (EI) on observations of interpersonal competence. The goal was to determine whether EI assessment scores show significant relationships with the interpersonal competency ratings project managers receive. Assessments based on the ability model (Mayer, Salovey, & Caruso, 2002) and mixed model (Bar‐On, 2000) of EI were utilized. Results indicate meaningful relationships with both models and the domains of conflict management and problem solving. The mixed model outperformed the ability model, demonstrating a consistent relationship to all interpersonal domains. Expanded use of the mixed model appears warranted.

From Every Direction–-How Personality Traits and Dimensions of Project Managers Can Conceptually Affect Project Success

“…Among those listed was communication with the project team. Considering its importance, Starkweather and Stevenson (2011) suggested strengthening project manager communication within the curricula of the Project Management Professional (PMP)® credential course.…”

“…“Emotional Intelligence” (EI) is the “ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions” (Davis, 2011). Subsequently, being aware of their own EI and being willing to guide one's own feelings and actions, individuals are asked to monitor themselves and others for optimum self, team, and organizational performance (Goleman, 2001).…”

“…Organizations are relying more and more on project management to achieve initiatives. Economic figures gathered internationally indicate a significant and growing use of project management (Davis, 2011). Huemann, Turner, and Keegan (2004) reported that we have become a project‐oriented society, and Anantatmula (2008), citing other studies, estimated annual spending on projects to be in the billions of dollars in the global economy.…”

The effects of boundary spanners on trust and performance of urban governance networks: findings from survey research on urban development projects in the Netherlands

“…These and other personality traits are also widely stressed and discussed in (social) psychology literature and related to building effective cooperation and project performance (e.g. Thal and Bedingfield 2010;Davis 2011).…”

Gestão de projetos: uma análise a partir da perspectiva da inteligência emocional

“…Seguindo esta ótica, o PMBok (2008) considera que o gerente de projeto deve ter aptidões pessoais tais como: motivação, liderança, desenvolvimento da equipe, influência, processo decisório, negociação, conhecimento político e cultural. Davis (2011) revela que os gerentes de projetos ao assumirem papeis de liderança, tem necessidade de expor certos pontos de vista no ciclo de vida do projeto. A IE pode aumentar seu desempenho, levando-o a agir de forma eficiente, pois a atuação do gerente de projetos é um fator importante na conclusão bem-sucedida de um projeto (Oliveira, 2013).…”