Why do Project Managers need to develop Emotional Intelligence?
How to successfully manage projects in order that projects meet their desired outcomes has become more significant over recent years, as project working has become a preferred and dominant form of work organization within an environment of increasing complexity (Clarke and Howell, 2009).
The success of the project is closely related to managing 6 project constraints of scope, time, cost, quality, resources, and risk as a predetermined set of project success criteria (Project Management Institute, 2013). To balance these six constraints through a project life cycle, the project managers need not only knowledge competence of understanding project management processes and their tools and techniques, and performance competence of applying their project management knowledge to archive the predetermined set of project objectives; but also personal competencies of communicating, leading, managing, cognitive ability, effectiveness and professionalism (Project Management Institute, 2007).
Additionally, the project management literature shows a shift from a technical focus to a people focus in recent years. An essential dimension associated with the projects’ success is the personal competencies of project managers (Turner, Huemann, and Keegan, 2008).
More recently, Emotional Intelligence (EI) has been suggested as a unique area of individual differences that is likely to underpin project managers’ behaviours associated with the success of the projects (Clarke and Howell, 2009). Project managers who master EI will set themselves apart from other project managers (Mersino, 2007).
Agreeing with this trend, IMT-PM designed Emotional Intelligence (EI) courses for both on-demand PDUs and in-person corporate training a decade ago.
Emotional Intelligence (EI) is categorized as Power Skills in the PMI Talent Triangle®, and you can earn 8.25 PDUs of Power Skills when you enroll the 60 PDUs Bundle for PMP/PgMP Renewal