While giving Project Management Training in the context of the international development sector (Project DPro), I kept thinking about how important it is for Project Managers to be equipped with leadership abilities, particularly Emotional Intelligence.

As you read on page 28 of the Guide (Project DPro-PMD Pro 2nd edition) in the subject ‘The Art and Science of Project Management ’ and on the story of David titled ‘The Art and Science of PM-A short story’ (Ref: Project DPro pg 29) you will agree with me that a Project Manager is in dire need of emotional intelligence skills, that will assist him/her and allows in managing emotions, show empathy and prevent from getting distracted and also help in solving problems and be a more likable person as John Rampton suggests.

A Project Manager is considered a leader and a leader who lacks collaboration with his project team and other stakeholders is lost in communication and project stakeholders are also hungry for leadership and communication.

After attending one of the many pieces of training conducted by Dr. Mohamed Pedra on the importance of the subject of being equipped by any leader, I was inspired to talk about emotional intelligence.  Thus, when facilitating any project management course, I usually consider allocating one day to presenting the importance of an emotionally intelligent project manager.

The term “Emotional Intelligence” was first published in a paper by Michael Beldoch in 1964, but became popular after Daniel Goleman’s 1995 book “Emotional Intelligence – Why it can matter more than IQ.”

Emotional Intelligence includes skills like self-motivation, emotional regulation, self-management, empathy, and impulse control. (Goleman, 1995).

A well-balanced and friendly person is more emotionally aware than others. The studies of Daniel Goleman illustrated an emotionally intelligent person to have:

• The ability to recognize own emotions
• The ability to relate to others’ emotions
• The ability to actively listen to others
• The ability to actively participate in interpersonal communication and understand the nonverbal cues of behavior
• The ability to control one’s thoughts and feelings
• The ability to effectively manage emotions and express them in a socially acceptable way
• The ability to receive criticisms positively and benefit from them
• The power to forgive, forget, and move on rationally

 (https://positivepsychology.com/emotional-intelligence-training/-How to improve Emotional Intelligence Through Training 6 Feb 2019 by Madhuleena Roy Chowdhury, reviewed by Tiffany Sauber Millacci.)

An emotionally intelligent person effectively manages his/her emotions when feeling stressed or overwhelmed. He/she can strengthen his/her relationship with people around his/her team and other project stakeholders, and this opens other connections.

An emotionally intelligent project manager can create a collaborative environment that fosters teamwork and innovation. One of the most important things for a project manager, as he leads the project team and collaborates with other stakeholders, is to know his/her emotional triggers, which is essential for self-management. It requires paying attention to your own emotions first; what makes you angry, sad, happy, or excited?

Consequently, a project manager capable of recognizing his team’s diverse emotional and psychological requirements offers to be one of the finest leaders, taking into account the impact of others’ emotions, thoughts, and feelings while or before acting and creating a pleasant environment.

Conclusion:

When a non-emotionally intelligent project manager supervises and leads individuals in his project team or collaborates with other stakeholders, communication problems emerge, team members’ needs are not taken into consideration, and their voices are lost in the chaos.

Emotionally intelligent project managers are more self-aware, have better control over their actions, and have more empathy when dealing with others.

AUTHOR: Said Bawazir

Said S. Said (Bawazir) is a programs manager at An-Nahl Trust Organization and Associate Consultants at NICE Tanzania with more than 17 years’ experience in conducting Leadership training for University and Secondary Schools Students, more than five years in humanitarian and development sector.

He is a professional facilitator, practitioner and trainer on Youth venture programs, Project Management in development sector (Project DPro), he is certified with PMD Pro (levels 1 and 2), Mentoring, Coaching and Learner Experience Facilitation in Community Leaders programs and currently is one of the directors of Helping Hand for Relief and Development in Tanzania which headquarters are in USA as well as director of Education for Africa which based in Tanzania.