Project Managers’ Emotional Intelligence – A Ticket to Success

Obradović, Vladimir; Jovanović, Miroslav N.; Petrović, Dejan; Mihić, Marko; Mitrović, Zorica

doi:10.1016/j.sbspro.2013.03.034

Cited by 37 publications

(24 citation statements)

References 7 publications

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“…Web of Science e EBSCO = 49 artigos (Clarke, 2010a;Geoghegan & Dulewicz, 2008;Lee et al, 2013;Müller et al, 2012;Müller & Turner, 2010a, 2010bSunindijo et al, 2007;Trivellas & Drimoussis, 2013;Turner & Müller, 2005 Utilizando outra abordagem, em três artigos relaciona-se a IE ao sucesso do gerente de projetos (Müller & Turner, 2010b;Obradovic et al, 2013;Trivellas & Drimoussis, 2013). De acordo com os resultados encontrados por Obradovic et al (2013) Em cinco artigos, os autores sugerem que o conjunto de competências que formam a IE são fatores críticos para o sucesso do projeto (Geoghegan & Dulewicz, 2008;Mazur et al, 2014;Müller et al, 2012;Müller & Turner, 2010a;Turner & Müller, 2005 Em seis dos artigos analisados, relaciona-se a IE ao gerenciamento de projetos da área de construção (Cacamis & El Asmar, 2013;Lindebaum & Cassel, 2012;Lindebaum & Jordan, 2012;Sunindijo et al, 2007;Zhang & Fan, 2013…”

Section: Comparação De Resultadosunclassified

A influência da Inteligência Emocional nas Competências Interpessoais do Gerente de Projetos e Sucesso no Gerenciamento de Projetos

Lima

Quevedo-Silva

2017

FSRJ

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Emotional intelligence is a relatively new term in the project management area, although since its origin is studied in the general working environment. However, in recent years the number of studies focusing on emotional intelligence and project management is growing. In addition, some authors have sought to understand the relationship between the interpersonal skills of the project manager and success in project management to the degree of emotional intelligence of managers. This article aims to build propositions that relate to emotional intelligence with the interpersonal skills of the project manager and success in project management. For this, we made a systematic review of literature on the subject. With the results, we provide theoretical basis for the formulation of hypotheses that may be tested in empirical studies. KEY-WORDS: Emotional intelligence. Project management. Success in Project management. LUIZ FERNANDO LIMA E FILIPE QUEVEDO-SILVA FUTURE STUDIES RESEARCH JOURNAL ISSN 2175-5825 SÃO PAULO, V.9, N.1, P. 03 -24, JAN. / ABR. 2017 LUIZ FERNANDO LIMA E FILIPE QUEVEDO-SILVA FUTURE STUDIES RESEARCH JOURNAL ISSN 2175-5825 SÃO PAULO, V.9, N.1, P. 03 -24, JAN. / ABR. 2017

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Section: Comparação De Resultadosunclassified

A influência da Inteligência Emocional nas Competências Interpessoais do Gerente de Projetos e Sucesso no Gerenciamento de Projetos

Lima

Quevedo-Silva

2017

FSRJ

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“…(Obradovic et al, 2013) This study of 75 project managers in Siberia found a high correlation between EI and professional success. (Mazur et al, 2013) This study reviewed megaproject (>$1 billion in value) project managers and found a relationship between EI, cognitive flexibility and project success.…”

Section: Introductionmentioning

confidence: 85%

Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management

Livesey

2017

CEB

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As projects grow in size and complexity the sizes of teams needed to manage them also increases. This places greater emphasis on the need for the project manager to develop people management skills, commonly called soft skills, of which emotional intelligence (EI) has been recognised as an important component. The objective of this research was to investigate the relevance of the Goleman-Boyatzis model of EI in dealing with the problems in large projects identified via a literature review. To achieve this end, a Delphi study using project managers who had been involved in the management of projects in excess of $500 million was used. The responses from the Delphi panel were analysed and the results showed that the competencies contained in the Goleman-Boyatzis model had a relevance of 95% or greater to the problems presented to the panel. A ranking of the various competencies contained within the model was also developed, some competencies being found to be more important than others. By confirming the importance of emotional intelligence, as described by the model, this research adds to the understanding of the necessary skills needed by a project manager to successfully manage large projects.

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“…They identified and explained patterns of similarities and differences among applied career models for project managers, and also outlined two archetype of career models applied by the firm under study, competence strategy model and talent management model (Bredin & Söderlund, 2013). Obradovic (2013) proposed a theoretical method that research project manager's emotional intelligence and their professional success. Dodangeh et al (2014) developed a model regardless to the dependency of criteria using fuzzy linguistic variables with multi-criteria decision making in order to in personnel selection.…”

Section: Introductionmentioning

confidence: 99%

Project manager selection based on project manager competency model: PCA–MCDM Ap-proach

Sadatrasool¹,

Bozorgi-Amiri²,

Yousefi-Babadi³

2016

10.5267/j.jpm

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Personnel selection is one of the most important problems that organizations have to deal with. Competent personnel is one of the key factors for the success of organizations. Project manager selection due to special requirements is significantly important. A project manager must have the ability of managing costs, time and resources through the optimistic way. Furthermore he/she has to own general management skills and benefit from adequate information about the project context. Project managers in petroleum industry carry very important duties than other project managers. In this research, we try to develop a model in order to select a project manager for petroleum industry. The proposed model is based on multi criteria decision making and a statistical method named principle component analysis (PCA). The methodology considers all of the important criteria and benefit from an experienced expert panel in order to extract the weights of the criteria. Also a numerical example demonstrates the function of the model and is verified by VIKOR method.

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Project Managers’ Emotional Intelligence – A Ticket to Success

Cited by 37 publications

References 7 publications

A influência da Inteligência Emocional nas Competências Interpessoais do Gerente de Projetos e Sucesso no Gerenciamento de Projetos

A influência da Inteligência Emocional nas Competências Interpessoais do Gerente de Projetos e Sucesso no Gerenciamento de Projetos

Goleman-Boyatzis Model of Emotional Intelligence for Dealing with Problems in Project Management

Project manager selection based on project manager competency model: PCA–MCDM Ap-proach

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