Project Management And Emotional Intelligence

Another characteristic of Emotional intelligence (EI) consists of the abilities to be able to persist in the face of frustrations; mood and distress regulation in order to think; urge control and deferment of gratification; to empathize and to hope. Studies have shown that a person with EI show competency in different areas of their professional life like self-management and relationships, self-regulation, and motivation. Taking into consideration the slices that conforms a leader with high EI it is fair to say that these skills are not innate but teachable to those who want to be the best leader they can be. EI skills can be fortified via steady education and training.

Executive Summary Project management is the science of planning, organizing, executing, and managing the resources needed to achieve a specific goal. Effective project managers (PM) strategically facilitate the entire project management process to ensure the project’s success. To do this the PM must adequately meet the specific requirements (i.e., time, scope, quality, and cost) set forth by the project and its stakeholders. It is theorized that PM must possess a set of core competencies in order to successfully manage a project. Those competencies are development of project management knowledge areas, application of appropriate project management tools and techniques, understanding of the project

Formally, Emotional Intelligence, commonly abbreviated as EI is defined as the capacity to reason of and about emotion so as to enhance reasoning or rather thinking. It is also defined as the capability of an individual to recognize and understand the meaning of emotions, their relations and use this information to reason critically and solve problems based on these emotions (Dann 78). The first Emotional Intelligence theory was initially developed by early psychologists back in the 1970s and 80s. This study was advanced and has been advancing over the past years. It has become very important in organizational development and developing people in the process. This is because the Emotional Intelligence or rather Emotional Quotient

Leadership is a complex process by which a person sets direction and influences others to achieve their goals (Borkowski, 2015). It is the responsibility of the supervisor to set the direction by helping and motivating staff members to see what lies ahead and face those challenges. Emotional intelligence is one of the important traits that helps leaders work with people effectively. “Emotional intelligence involves assessing one’s own feelings, as well as feelings of others, then using those assessments to guide personal thought and action” (Borkowski, 2015, p. 239).

What is Daniel Goleman's Theory of Emotional Intelligence? How does Goleman's theory relate to leadership in the workplace or in the political milieu? Why is image management important for leadership? Answers to these and other issues will be presented in this paper.

When most people think of emotional intelligence (EI), they are unsure about what exactly that phrase means. Is it someone who is very emotional? Someone who is very smart? What is it and why is it important in the workplace? Emotional intelligence is a phrase that encompasses many different traits that a person could have as far as maintaining control in the workplace and also how to read people and different things they may be feeling. Emotional intelligence is important for being aware of someone’s own emotions as well as trying to calm down or excite the people around them. A person who is in any leadership position needs to have an awareness of his/her emotional intelligence as well as how important it can be for day to day functioning within the work environment. This paper will go into the background and history of emotional intelligence, talk about how it can be an important leadership tool in the nursing field, and how I can further improve my leadership skills and growth with emotional intelligence in order to give the reader a further understanding on the topic.

The author was given the task to explain emotional intelligence, and give two (2) example of the concept. Second, to examine, the concept of “emotional quotient” compared to traditional “intelligence quotient.” Third to suggest two to three (2-3) reasons why leaders’ need emotional intelligence to manage today’s workforce, as well as to speculate on at least two (2) possible consequences should a leader not possess emotional intelligence. Fourth, to explore the elements of emotional intelligence that leaders must be aware of to increase leadership effectiveness. Lastly, to recommend a strategy that the organization could undertake in order to improve the social skills of leaders within the organization and thereby

Emotional Intelligence “EI” is a field that certainly seems to be more widely recognized and is frequently being further studied and researched regarding how it relates to each person as they function in life. I strongly believe that it should be, because learning to manage our emotions in an effective way is critical to how each person deals with all aspects of their life. When we manage our emotions poorly, we not only hurt ourselves, and often our reputation, but we may hurt others as well. Many of the studies from our reading and videos this week discuss if emotional intelligence can be improved and what affect it has regarding how we each deal with stress in our lives and its connection to effective leadership.

Modern organizations are confronted with demands and pressure is growing consistently cost -effective education leadership, continues to intrigue researchers and practitioners. Considerable amount of research and attention to emotional intelligence and life, personality, social interaction, teamwork, education and leadership to identify links between social satisfactions has been paid. Today increasingly complex and changing world, researcher’s emphasized need for the new management approach has. Concept of emotional intelligence has gained popularity in recent decades, however, rooted in the study of features and concepts of EI conducted during twentieth century. Previous work has contributed to success of life in which general intelligence, with exception, identified scope. However, current concepts of emotional intelligence have begun to show that it was not until 1980. Emotional intelligence is the capacity to recognize emotions, to reach and produce emotions in order to support a thought, to appreciate emotions and recognize the meanings of emotions, and thoughtfully control emotions in order to support both superior emotion and thought Emotional Intelligence is a technique of identifying, learning, and selecting how we assume, experience, and performs. It outlines our communications with others and knowing ourselves. Emotions are planned to provide guidance, to assist individuals when they came across with important situation to leave to mental

This book is based on the contents of ‘Emotional Intelligence’ in 1995 showing how to be leaders and organisations with Emotional Intelligence. Traditionally reason had been the key of business world, but this book has raised Emotional Intelligence for the key.

Emotional intelligence is made up of several key components. Those components include self-awareness, empathy, the ability to recognize and moderate one’s emotions, self-motivation, and social savvy (Sadri, 2012). Several studies have shown that there is a direct correlation between effective leadership and a higher level of emotional intelligence. Management theory tends to differentiate between two distinct leadership styles – transformational and transactional. It is the former that theorists link to a higher levels of emotional intelligence in the managers, as well as higher levels of performance in their subordinates.

In the field of organizational leadership it is important that the leaders are not only proficient in the area of leadership and building a stellar organization, they must take into consideration the human capital that will be responsible for executing their vision. A part of understanding the organization’s valuable human resource is knowing how to deal with the emotional intelligence of these resources. In his introduction, Goleman (2006), stated that although emotional competencies can be learned, the ability to manage relationships is not a guarantee that it can be mastered. He goes on to say that additional learning is required. Change is the province of leaders (Kouzes and Posner, 2012), and in order to win at both organizational leadership and emotional intelligence, leaders must take risks. Leaders must possess the tenacity to objectively make decisions based on the needs of the organization, all while ensuring that the emotional intelligence needs of the employees are met and not exploited. The following five empirical articles are critical to the understanding of the area of proposed dissertation research.

Comprehensive research has been conducted in the field of emotional intelligence that indicates the different elements of emotional intelligence in an organizational context (Kafetsios, Nezlek, & Vassilakou 2012, p. 450). Therefore, through the evaluation of numerous aspects of emotional intelligence, its relation to organizational practices has been revealed. However, it is important to undertake further

The purpose of this essay is to explain on the relevancy of ‘Emotional Intelligence’ in which of how it is connected in organizational behavior. Emotional Intelligence (EQ) was first introduced to the public in 1995 by a physiologist named Dr. Daniel Goleman, even other sources were aware that it may have discussed earlier to date as of 1985. According to Goleman, Emotional Intelligence is a type of social intelligence that involves the ability to monitor one’s own and other’s feeling and emotions, to discriminate among them and to use this information to guide one’s thinking and actions. In the context of organizational behavior, the EQ principles provide a new way to understand and assess people's behaviors, management styles, attitudes, interpersonal skills, and potential. It plays an important consideration in human resources planning, job profiling, recruitment activities, interview sessions, management development, customer relations and customer service, and many other related to organization activities.

The intention of this paper is to explain on the relevancy of ‘Emotional Intelligence’ in which of how it is connected in organizational behavior. ‘Emotional Intelligence’ (EQ) was first introduced to the public in 1995 by a physiologist named Dr. Daniel Goleman, even other sources were aware that it may have discussed earlier to date as of 1985. According to Goleman, ‘Emotional Intelligence’ is a type of social intelligence that involves the ability to monitor one’s own and other’s feeling and emotions, to discriminate among them and to use this information to guide one’s thinking and actions. In the context of organizational behavior, the ‘Emotional Intelligence’ principles provide a new way to understand and assess people's behaviors, management styles, attitudes, interpersonal skills, and potential. It plays an important consideration in human resources functions in managing the planning, job profiling, recruitment activities, interview sessions, management development, customer relations and customer service, and many other related to organization