Abstract
As the number of projects increase in diverse fields, so the demand for effective project managers increases. In the United Arab Emirates, the recent exponential growth has resulted in increased projects. However, determining an individual who would make an effective project manager continues to be a challenge. In this study, the correlation between emotional intelligence and project success was explored. Initially, valuable secondary research was carried out to point out the main features a project manager with high Emotional Intelligence (EI) exhibits followed by proof of correlation between those features and an above average EI score. An online survey was administered to fifteen project managers to collect data concerning their emotional intelligence and the success of their projects. According to the findings, emotional intelligence correlates strongly with project success. Consequently, this study recommends that organizations should hire emotionally intelligent project managers to ensure project management success.
Highlights
In this paper, we will initially cover the popular definitions of Emotional Intelligence in the workplace and enlist the components of Emotional intelligence relevant to project managers followed by a comparison between Emotionally intelligent project managers and project managers with high IQ but low EI with supporting examples from international companies
Valuable secondary research was carried out to point out the main features a project manager with high Emotional Intelligence (EI) exhibits followed by proof of correlation between those features and an above average EI score
This study recommends that organizations should hire emotionally intelligent project managers to ensure project management success
Summary
We will initially cover the popular definitions of Emotional Intelligence in the workplace and enlist the components of Emotional intelligence relevant to project managers followed by a comparison between Emotionally intelligent project managers and project managers with high IQ but low EI with supporting examples from international companies. Primary research is carried on a modest sample in order to provide initial statistics about EI effects on project management in GCC countries that could be later expanded in future research. As more private and public organizations undertake projects, the need for effective project managers increases. According to the Project Management Institute (n.d.), there is an increasing gap between the need for skilled project managers and the supply of qualified personnel. The main reasons for the increased demand for project managers include the high number of jobs that require job-oriented skills and high attrition rates in the industry (Project Management Institute, n.d.). Some of the leading sectors in need of project managers include manufacturing and construction, finance and insurance, information services and publishing, oil and gas, utilities, and management and professional services
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