Project Managers (PMs) have the responsibility for managing projects to a successful conclusion (PMBOK® Guide, 4th ed., 2008). To increase the chances for a successful project outcome, open communications, trust, and judgment should be shared between PMs and their stakeholders (Skulmoski & Hartman, 2010). Emotional intelligence (EI) plays a role in effecting that trust. Goleman, Boyatzis, and McKee (2002, p. 59) suggest that by cultivating trust EI can help one maximize "cooperation, collaboration, and effectiveness." EI can also have a positive impact on the ability to manage project team members (Sunindijo, Hadikusumo, & Ogunlana, 2007; Cherniss, Extein, Goleman & Weissberg, 2006). Research has also shown that putting to use one's emotional intelligence skills can have a positive impact on a PM's career as well (Tucker, Sojka, Barone, & McCarthy, 2000.) As the business landscape continues to change, the demands to improve the chances for a successful project have increased and a changing business landscape is requiring new skills and leadership attributes (Piel, 2008). Since the mid 1990s, researchers have suggested that EI contributes to a PM's chances for a successful project outcome. Therefore, this study focused on understanding how certain factors can serve as obstacles to a PM's development and use of EI. The findings of this study may be used by PMs to change some of the factors that serve as obstacles and, in turn, increase their chances of developing or invoking EI to their benefit.
|Adviser||Werner D. Gottwald|
|Subjects||Management; Organizational behavior|
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