Emotional intelligence competencies

Emotional intelligence competencies
See also
Model of emotional intelligence Effectiveness of teamwork Low power distance Organisational commitment Teamwork quality Team trust Leadership competencies Effects of conflict Ability to work in a team

Emotional intelligence (EI) is the ability to understand, manage, and effectively respond to one's own emotions and the emotions of others. In the context of project management, EI involves being aware of how emotions can affect individual and team dynamics. It involves being able to read and interpret body language, facial expressions, and other social cues, as well as being able to effectively communicate and collaborate across diverse teams. It also requires being able to effectively manage stress, build trust, and foster a positive work environment. Lastly, EI involves being able to listen effectively, think before speaking, and give and receive feedback in a respectful and constructive manner.

Example of emotional intelligence competencies

• Self-Awareness: The ability to recognize and understand one’s own emotions and how they affect one’s decisions and actions. For example, a project manager who is self-aware might be able to recognize when their emotions are affecting their ability to make decisions, and can adjust their behavior accordingly.
• Self-Regulation: The ability to control one’s emotions, thoughts, and behaviors in order to achieve desired goals and outcomes. For example, a project manager who is able to self-regulate might be able to keep their emotions in check when there is a disagreement with a team member, allowing them to focus on problem solving and finding a resolution.
• Empathy: The ability to understand and be sensitive to the emotions and perspectives of others. For example, a project manager who is empathetic might be able to recognize when a team member is feeling overwhelmed and offer support, or when a team member is feeling frustrated and provide constructive feedback.
• Social Skills: The ability to effectively interact with and build relationships with people from diverse backgrounds. For example, a project manager who has strong social skills might be able to build relationships quickly and foster collaboration among team members.
• Conflict Resolution: The ability to identify and address conflicts in a respectful and collaborative manner. For example, a project manager who is adept at conflict resolution might be able to identify the source of conflict and facilitate a productive discussion to find a resolution.

Types of emotional intelligence competencies

Emotional intelligence (EI) is an essential component of successful project management. EI involves understanding, managing, and effectively responding to one's own emotions and the emotions of others. The following are the five main types of emotional intelligence competencies:

• Self-awareness: The ability to recognize one's emotions and understand how they can influence thinking and behavior.
• Self-regulation: The capacity to manage one's own emotions and behavior in order to achieve desired goals.
• Motivation: The drive to stay focused on goals and remain committed to achieving them.
• Empathy: The ability to recognize and understand the emotions of others and respond in a supportive and appropriate manner.
• Social skills: The ability to communicate and collaborate with others in order to achieve common goals.

Having these competencies can help project managers be better equipped to handle difficult situations, stay calm under pressure, and lead their teams to success.

Advantages of emotional intelligence competencies

The advantages of emotional intelligence competencies are many, and include the following:

• Improved communication and collaboration among team members – EI competencies allow for better understanding of both verbal and non-verbal communication, allowing for more successful collaboration and communication within a team.
• Increased ability to manage stress and conflicts – Understanding emotions helps to more effectively manage stress and conflicts within a team, allowing for more successful project outcomes.
• Reduced team member turnover – When team members are able to effectively understand and manage their emotions, as well as those of their teammates, they are more likely to remain in the team for longer, creating a more positive and stable team environment.
• Improved team performance – Having strong EI competencies allows teams to better understand the dynamics of their team and how to best work together to complete tasks and reach goals.
• Improved customer service – By understanding and managing emotions, team members are better able to understand and meet the needs of customers, leading to improved customer service and satisfaction.

Limitations of emotional intelligence competencies

Although emotional intelligence (EI) is a valuable skill set for project managers to possess, there are certain limitations to its competencies. These limitations include:

• Difficulty in objectively assessing emotions. EI skills are highly subjective and can be difficult to measure objectively.
• Potential for bias. Depending on the individual, EI skills may be used to help or hinder people in the workplace.
• Limited ability to predict outcomes. While EI can help project managers better understand the dynamics of a situation, it can be difficult to predict how a situation will turn out.
• Difficulty in managing difficult team dynamics. EI skills are not always enough to manage difficult team dynamics, especially in high-stakes situations.
• Vulnerability to burnout. EI skills require a great deal of emotional energy and can be emotionally taxing for project managers.
• Risk of over-reliance. Project managers may become too reliant on EI competencies, which can lead to ineffective decision making.

Suggested literature

• Boyatzis, R. E., & Sala, F. (2004). Assessing emotional intelligence competencies. The measurement of emotional intelligence, (2), 147.
• Boyatzis, R. E. (2009). Competencies as a behavioral approach to emotional intelligence. Journal of Management Development, 28(9), 749-770.