Key Themes from Scholarly Journals

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 ambiguity[1].

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 teams as well as the projects which the leaders aim to execute[2]. 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 opinion[4] 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 regulation[5]. 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 dynamic world.

Relevance for Project Managers

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 members[6]. 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 parties[7]. 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 executed but for the attainment which are attributed on the accuracy level managers stimulate their emotions in appropriate directions[8]. 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 recognition[9].

Critical Thinking and Evidence-Based Approach

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 phases[10].

As execution of project management necessitates effectual planning and strategizing greater degree of self management ability are recognized to be highly valuable in 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 execution[11]. 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 processes[12]. 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 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.

Conclusion

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 abilities[13]. 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 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. 

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.

Goleman, Daniel, and Matthew Lippincott. 2017. “Without Emotional Intelligence, Mindfulness Doesn’T Work”. Harvard Business Review. 

Goleman, Daniel, and Michele Nevarez. 2018. “Boost Your Emotional Intelligence With These 3 Questions”. Harvard Business Review. 

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. 

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-

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 .

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)