FEATURED PAPER
By Beniam Tilahun
Addis Ababa, Ethiopia
Abstract
This paper seeks to analyse the correlation between the level of emotional intelligence (EI) and project success in the project management field. Using the emerging recognition of interest in the components of EI within leadership, the research examines various aspects such as self-awareness, empathy, and relationship management within a team solution to understand its consequences on team performance and projects to be carried out. The results obtained from 200 actual project managers show that there is a high positive linear relationship between the levels of EI and the success rates of projects. Based on these studies, it can be recommended that teaching and implementing EI characteristics at the level of the project leaders can help improve the project results through the better leadership of the teams and the increased ability to solve the issues in the course of project implementation.
Keywords: Emotional Intelligence, Project Success, Project Management, Leadership, Soft Skills, and Team Performance
Introduction
The EI is more important in the project-dominated work climate than ever before, and for good reasons. Although technical competencies continue to matter, there is increasing understanding that competencies requiring person-to-person contact and that involve social interaction or interpersonal skills such as emotional intelligence may impact upon the success of the project. Emotional intelligence comprises the capacity to identify personal and social emotions which leads to better communication, conflict resolution, and improved group cooperation.
Research Questions
- How does emotional intelligence contribute to project success?
- What are the key emotional intelligence skills that project managers need for successful project outcomes?
This research seeks to establish the impact of IE in the achievement of project goals and how a project manager can enhance on them.
Review of the literature
The concept of emotional intelligence was popularised by Daniel Goleman (1995), who identified five core components: These include self-awareness, self-regulation, motivation, empathy, as well as interpersonal skills. Scholars in the fields of leadership and organisational behavior have continually underlined the positive effect of IE in enhancing the team and leadership performance.
Thus, project success in project management depends on interpersonal relationships, stress, and communication skills in relativity to stakeholders. Some previous research done in this area have clearly identified the definitive correlation between high IE with enhanced leadership effectiveness, low incidence of intragroup conflict, and superior project results.
Some of the important dimensions used in the various models of project success have been time, quality, satisfaction of stakeholders; and cost. However, these models are now being supplemented by soft factors like team harmony and stakeholder engagement, which, in fact, can be influenced by IE of the project manager.
More…
To read entire paper, click here
How to cite this paper: Tilahun, B. (2024). The Role of Emotional Intelligence in Enhancing Project Success; PM World Journal, Vol. XIII, Issue X, October/November. Available online at https://pmworldlibrary.net/wp-content/uploads/2024/11/pmwj146-OctNov2024-Tilahun-the-role-of-emotional-intelligence-in-project-success.pdf
About the Author
Beniam Tilahun
Addis Ababa, Ethiopia
Beniam Tilahun is an accomplished professional with extensive experience in project management, monitoring, evaluation, and learning (MEL), research, and knowledge management. Currently serving as the Lead for Program Planning and Monitoring at the Mastercard Foundation Ethiopia office. . He holds an MA in Project Management from Addis Ababa University, an MA in Sustainable Development and Policy from Gondar University, and a BA in Sociology and Social Work from Jimma University.
Currently pursuing a PhD in Project Management and development studies, Beniam’s research focuses on the system thinking and sustainability of NGO development projects, particularly exploring the impact of systems change conditions. With a deep commitment to enhancing the efficiency and effectiveness of development projects, Beniam’s work integrates practical experience with academic rigor.
In addition to academic pursuits, Beniam has contributed to various initiatives focused on youth employment, complex program designing, monitoring and evaluation, and strategic partnership development. Beniam’s expertise also extends to training and capacity-building efforts, with a particular focus on monitoring system development and best practices in project management.
Beniam can be contacted at 18031048@mylife.unisa.ac.za /beniam2020@gmail.com
