...What is emotional intelligence and why is it important in project management? How did you score on the emotional intelligence mini-assessment? What areas do you need to strengthen in order to raise your own emotional intelligence? Describe the characteristics that would make a Project Manager "emotionally intelligent". Emotional Intelligence (EI) is the ability to realize, understand and control self emotions and that of others and groups. The application of Emotional Intelligence would result in creating deep relationships, surround you with content people and help build a successful journey both professionally and personally. This significant personal trait of EI is needed as a project manager, as the main focus of the PM is to plan, manage, monitor and control work and tasks done by others. EI is as important as using project management processes and tools. It helps in people management, building teams and becoming an inspiring leader. EI is important to Project Managers as is for any leader. It would be even more important for PMs, as a project is for a fixed duration with a set deliverable. It is not an on-going operation with regular people working on it through out the course. Project Managers are responsible for moving the project forward. They would have to work with different sets of people, make sure there is harmony in the team, resolve conflicts, maintain integrity and lead everyone towards the project’s objective. Project Managers have shorter duration...
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...lRole of Emotional Intelligence in Virtual Project Management Shazia Nauman MEM, MBA shaznaum@yahoo.com CASE, Pakistan Maliha Elahi, PMP, MCT malihaelahi@yahoo.com SPO, Pakistan Zeeshan Ahmed Bhatti xeeshan@gmail.com CASE, Pakistan Umair Khalid umair.khaled@gmail.com Ericsson,Pakistan Abstract- In today's competitive global environment, projects in organizations consist of cross-functional teams that are formed to utilize individual expertise. A project manager whose primary responsibility is to achieve project objectives deals these individuals. Since the rational and emotional aspects of a project vary in complexity, the role of the project manager is critical to project success. The objective of this study was to demonstrate linkages between emotional intelligence and the challenges faced by virtual project managers. The study will also show that there exists a multi tier relationship between Emotional Intelligence (EI) and challenges/elements of VPM. 1. INTRODUCTION Emotional Intelligence has its roots in the concept of "social intelligence", as first identified by E.L. Thorndike as early as in the early 1920s. The term Emotional Intelligence first appeared in a series of academic articles authored by John D. Mayer and Peter Salovey [1]. Goleman defined Emotional intelligence as a person’s self-awareness, self-confidence, selfcontrol, commitment and integrity, and a person’s ability to communicate, influence, initiate change and accept change [2,3]. In...
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...influence of cultural difference on managing emotions in project management teams. Abstract Managing emotions is a part of emotional intelligence that is, according to previous researches, counted as a significant aspect for successful management of project teams. With globalisation companies hire employees with different cultural backgrounds which is in its turn may lead the possibility of misunderstandings between team members. The purpose of current study is to examine the relationship between the outcomes of managing emotions test and different cultural background of individuals. In this study 30 participants of 6 different nationalities took part whose professional field is project management. Data collection process was conducted through self-report scaled questionnaire based on Mayer–Salovey–Caruso Emotional Intelligence Test (MSCEIT) but only four factors of MSCEIT that relate to emotional management branch was used for assessment. However, the findings of the survey indicated that ability to manage emotions does not relate to nationality. Also, the limitations and obstacles of this study are presented. 1 Introduction 1.1 Background The first definition of emotional intelligence that was given by Professors P. Salovey and J. Mayer states that emotions can influence the logical thinking and goal focused actions. Moreover, it can improve rationality. There were many debates around emotional intelligence mostly because it combines fundamentally unrelated...
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...Clarke's (2009) article examines the effects of a two day training programme on emotional intelligence (EI) within the community of project managers in the short and long term. According to Goleman (1998) EI is the capacity to recognise our own feelings and those of others, for motivating ourselves, and for managing emotions well in us and in our relationships. Building commitment and trust rapidly is of the essence to work effectively together within a project (Burgess and Turner, 2000) thus knowledge on EI can be of distinct advantage to project managers. This article questions whether EI can be developed to improve project management competencies by targeting a number of emotional abilities and empathy for training. Three hypothesises (i.e. improvements in emotional abilities, empathetic abilities and project management [PM] competencies in relation to teamwork and conflict management will be found not immediately but six months after the post training period) were tested in the study. Participants of the programme included a total of three groups: one from each of the two organisations' which required participation and one group from the Project Management Institute chapter. A pre/post-test which collected results one month prior, one month after and six months after were used with a quasi-experimental design (Campbell and Stanley, 1963). Mayer-Salovey-Caruso- Emotional Intelligence Test (MSCEIT V2.0), Mehrabian and Epstein's (1972) 33-item test and a self-report 7-item...
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...Question 1: After reading the lecture material contained in Lecture 2-2, what ways do you feel culture plays in the establishment of a project methodology? Use examples of your past experiences or research into the topic to support your answer. As you will find in my posts, I try to buck the system and go against the majority, not because I think I am right, but to see if I can convince myself and others that there might be unforeseen conclusions in the way we are thinking. But, with this discussion, I would find it very difficult to disagree with everyone that has posted thus far. Organizational culture does play a major role in establishing project methodology. The organizational culture is a system of shared beliefs, values, and assumptions by which people (employees) are connected. Culture is also one of the defining aspects of an organization that sets it apart from other organizations even in the same industry. The organization culture has several defining functions that affect each employee: The first is culture which provides a sense of identity for its members. People will feel a close and strong connection with the organization if the mission of the organization is well defined and values are well stated. Secondly, the culture helps legitimize the management system of the organization. The system must also be well defined and clear. The employees must understand the structure of the company and understand authority relationships and why their authority is...
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...title is a Project Engineer. I have held that position for approximately 1yr. During that time I have built a 280,000 square ft. grocery store and worked on business development and customer follow up in the Dallas and Houston markets. Roche is consistently ranked in the top 25 of retail General Contractors in the US and has begun branching out into other sectors of construction including education, public works and industrial projects. The main markets for this organization include Colorado, Las Vegas area and recently Texas with large grocery store chains. The company focuses most of its efforts on retail education; industrial, manufacturing, and warehousing. I started with the company 1 year ago with the title of Project Engineer which can also stand for Assistant Superintendent. The first project I worked on was the construction of a Tom Thumb grocery store in Flower Mound, TX which had its grand opening on October 31 2012. Since then I have had the chance to help with project development and to oversee small projects in the Dallas and Houston markets. In commercial construction there is a different organizational structure than most other organizations. It is called “Autonomous Project Organizational Structure”. In the autonomous project organization, each project operates as its own, somewhat independent entity. (Clements & Gido 2012 p.437) I personally have never been to one of the offices of the company and have only worked in the field on projects in Dallas,...
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...Do managers need emotional intelligence to manage successfully in the workplace? Why or why not? Definition of emotional intelligence is “the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s thinking and actions” (Salovey & Mayer 1990 cited in Zeidner, Mathews & Roberts, 2004). Moreover, emotional intelligence is now considered as a part of managers’ leadership skills of managing the emotional behaviors to those they interact and lead with, and it has become an essential element for managers to achieve their career success. Emotional intelligence brings managers the competency of self-awareness and regulations, instilling their followers collective goals and vision “that their followers accepted and believe in” (Ashkanasy &Daus, 2002, p81) and developing their social skills. Qualified managers often have a strong awareness of themselves, their weakness, strength and what they are capable of. With high emotional intelligence, they can continue being humble and seek for honest response from others. Ashkanasy and Daus (2002) suggest that emotional intelligent managers have the ability of regulating their own emotion and the emotions of their employees; hence in the decision making process, they can use the emotional information to “achieve creative and positive outcomes”. However, another study for exploring the role of emotions shows that feelings can influence the judgment that managers make...
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...Abstract In order for a business to be successful and competitive the leader must keep employees engaged in the company. Business does not thrive unless there is a leader who exemplifies emotional intelligence. Managers want to make sure employees feel compensated for their hard work, but also making sure the company is not putting themselves in a hole on the balance sheet. Businesses have fallen due to lack of knowledge about how to keep employees interested so that they can be productive for the business. Leaders must understand and create procedures that are both positive and beneficial to the business. The success that a business can have depends on the leadership style that is chosen. Keywords: Leader, Workforce, employee Leadership Styles Leadership styles have multiple effects not only in small businesses but also in the world's largest corporations. These styles have an impact on everyone from senior management to the newest college intern. They help form the corporate culture that shapes the organization and its performance (Carraher). Autocratic Style Effects, also known as authoritarian leadership, autocratic style clearly helps identify the division between leaders and workers. Autocratic leaders make decisions with little or no involvement from employees. These leaders are supremely confident and comfortable with the decision-making responsibility for company operating and strategic plans (Carraher). Although...
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...Cultural Differences and Emotional Intelligence Group 4: Sheila Wade, Sara Shimkus, Jeff Robben, Gus Caruso, Leticia Santana, and Lori McKenzie Central Michigan University Abstract During an the assessment of several countries, values of open-mindedness, inclusion, respect and tolerance are more likely to be attained within a prospectus that encourages the increase of Emotional Intelligence (EI). In this research paper, the role of EI in determining leadership effectiveness was reviewed to explain emotional characteristics specific to five countries: Nigeria, Mexico, Russia, Argentina, and China. These countries were included in a study called Project Globe. GLOBE is the acronym for Global Leadership and Organizational Behavior Effectiveness. In this study, four cultural clusters were utilized, and the role of emotional intelligence was evaluated in determining leadership effectiveness. Emotional Intelligence was appraised more favorably than technical skills and cognitive skills, especially when referring to social skills, and transformational/charismatic leaderships were preferred across cultures. The intent of the collaborative effort of Team 4 was to explore the cultural values and practices in five different countries and to identify their impact on organizational practices and leadership attributes. One way to explore cultural similarities in the world is to study cultural clusters which are a group of countries that share many similarities. The countries in...
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...THE RELATIONSHIP OF EMOTIONAL INTELLIGENCE AND CONFLICT RESOLUTION STYLES IN THE IT PROFESSION” A PROJECT REPORT SUBMITTED BY SHRUTI SIAG FOR THE PARTIAL FULFILMENT OF THE REQUIREMENT OF THE AWARD OF THE DEGREE OF M.A. IN PSYCHOLOGY AT FERGUSSON COLLEGE PUNE - 411004 (2010-11) Declaration I, Ms Shruti Siag a student of M.A. from the Department of Psychology, Fergusson College, Pune University, declare that the following report of a project titled “STUDYING THE ROLE OF AGE IN THE RELATIONSHIP OF EMOTIONAL INTELLIGENCE AND CONFLICT RESOLUTION STYLES IN THE IT PROFESSION” is an independent work done by me and submitted as the partial fulfilment of the requirement for the award of the degree of M.A. in Psychology under the University of Pune. Signature: Name: Shruti Siag D.E. Society’s Fergusson College, Pune Certificate This is to certify that Shruti Siag has successfully completed the project named “Studying the role of Age in the relationship of Emotional Intelligence and Conflict Resolution Styles in the IT profession” Towards the partial completion of M. A. (Psychology) Course of the University of Pune, in the academic year 2009-2010. Dr. Shobhana AbhayankarHead of the DepartmentDept. of PsychologyFergusson CollegePune-411004 | Prof. Anand. S. GodseProject In-chargeDept. of PsychologyFergusson CollegePune-411004 | ACKNOWLEDGEMENTS This project was completed because...
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...Proposal Human Resource Managers Perceptions of Leader Emotional Intelligence and its Effect on Employee Commitment: A Phenomenological Study ____________________________________________ [Insert name of Researcher] [Insert name of Institution] [Insert date of submission] Problem Statement Human Resource professionals are closely involved in all aspects of employee turnover and occupy a unique role in the organization, interacting between executives and all other employees (Gentry, 2006). Human Resource professionals are involved in organizational decision-making, liaising with senior leadership and with employees at all levels of the organization as an aspect of personnel administration and recruitment, selection, and termination (Gentry, 2006). This unique position gives Human Resources a clear overview of the personnel within the organization (Wielemaker & Flint, 2005). Leadership plays an important role in the success of an organization (Bass, 1990), and the emotional intelligence of the leader has an impact on the organization (Goleman et al., 2002). Affective commitment is important for reducing turnover (Morrow, 1993). It remains unclear whether the emotional intelligence of the leader affects employees’ commitment. This phenomenological, qualitative study will explore the life experiences of Human Resource professionals, to investigate the phenomena of the emotional intelligence of the leaders and the affective commitment of their employees...
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... | | |Driving in the Fast Lane at Landon Care Products | | | | Prepared June 14, 2010 TABLE OF CONTENTS I. BRIEF SUMMARY - 1 - II. TOP TWO OR THREE ISSUES/PROBLEMS IN THE CASE - 2 - A. Alex Sander’s lack of Emotional Intelligence is alienating the product staff. - 2 - B. Develop Alex’s potential talents to insure success for the product group and for Alex individually. - 4 - III. Alternative Solutions to problems in which I have identified. - 6 - A. Solution for Alex Sander’s lack of Emotional Intelligence is alienating the product staff. - 6 - B. Solution developing Alex’s potential talents to insure success for the product group and...
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...Role of Emotional Intelligence in Effective Leadership OB PROJECT TERM I By: Anumeha Gupta (h11067) OB-II PROJECT (TERM II) Dwaipayan Gupta (h11075) Shesadri Biswas (h11110) Sreekanth S V (h11113) Vikrant Chaplot(h11118) GROUP B7 1 ACKNOWLEDGEMENTS We would like to express our gratitude towards Prof. Manish Singhal for giving us the opportunity to pursue this project in the course “Organizational Behaviour - II”. We want to thank him for his creative and thoughtful ideas that made our project work highly interesting and interactive. We would like to thank Mr Gaurav Marathe for taking out the time to answer our numerous queries and for his useful suggestions that went a long way in helping us improve our project. We would also like to thank Ms Dulcie Margaret Young for providing the necessary administrative support. We would like to thank the committee heads and secretaries at XLRI for their valuable inputs. We also want to thank the committee members (both senior and junior batches) for taking out the time to answer our questions regarding their respective committee heads. We would always be grateful to the esteemed pedagogy of XLRI and hope to apply the learnings from this project for effective management in our respective fields. 2 TABLE OF CONTENTS Abstract ............................................................................................................... 4 Introduction ...............................................................
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...Summary of The Emotional Intelligence of Leaders by Daniel Goleman Goleman introduces the term of emotional intelligence in this article. Goleman shows that having all the usual qualities attributed to leaders such as intellect and vision is insufficient. To be an effective leader and to distinguish you from other leaders these leaders will need to be emotionally intelligent. Emotional intelligence can be learnt so it’s never too late to gain these skills to be a success. Goleman states there are five characteristics of emotional intelligence: self-awareness, managing emotions, motivating others, showing empathy and staying connected. Goleman discusses each component of emotional intelligence and explains how to spot them in leaders and how they help in being emotionally stable. Goleman equates emotional intelligence with business success. Every leader possesses some of these characteristics on various levels; however, individuals will need a high level of emotional intelligence to excel as leaders in the workplace. Self Awareness According to Goleman leaders with emotional intelligence are self-aware and have the ability to do self assessments and make decisions based on these assessments which ultimately will take in consideration your emotions. Self awareness and self assessments are important skills which will allow leaders to assess their strengths and weaknesses. Additionally according to Goleman, with self awareness comes self confidence. If you are...
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...Articles Books Other Information Sources eLearning Programs | | About the Mentors Donna D. Conlin, M.Ed., is Organizational Development and Education Manager at Bose Corporation. She has twenty years of human resources development experience in a variety of business environments from entrepreneurial start-ups to established corporations, all experiencing significant change in their markets and technologies. She has worked extensively in the development of high-performing technology teams and expertise networks and has designed and implemented seminars on team leadership across several large high-tech companies, worldwide. During her ten years of field work, Linda A. Hill has helped managers create the conditions for effective management in today’s flatter and increasingly...
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