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by Ranse Howell, Nicholas Clarke
Emotional Intelligence And Projects
Cover Page
Title Page
Copyright Page
Acknowledgments
The Authors
Contents
Section 1.0 - Summary of the Report
Section 2.0 - Emotions, Emotional Intelligence, and Projects
2.1 - Critical Perspectives on Project Management: Projects are Emotional
2.2 - The Concept of Emotional Intelligence
2.2.1 - Ability Models of Emotional Intelligence
2.2.2 - Mixed Models of Emotional Intelligence
2.2.3 - Competence Models of Emotional Intelligence
2.2.4 - Limitations with Differing Models
2.3 - Emotional Intelligence and Projects: Findings from Relevant Research
2.3.1 - Emotional Intelligence in Teams
2.3.2 - Emotional Intelligence and Leadership
2.3.3 - Emotional Intelligence and Projects
Section 3.0 - Study One: The Relationships between Emotional Intelligence Abilities, Project Manager Competences, and Transformational Leadership Behaviors
3.1 - Introduction
3.2 - Findings from Previous Studies Examining Emotional Intelligence in Projects
3.3 - Focus of the Current Study
3.4 - The Study and Methods
3.4.1 - Procedure
3.4.2 - Measures
3.4.3 - Procedure for Validation of Project Manager Competence Scales
3.5 - Results
3.6 - Discussion
3.7 - Conclusions
Section 4.0 - An Evaluation of the Impact of Emotional Intelligence Training
4.1 - Introduction
4.2 - Findings from Emotional Intelligence Development Studies to Date
4.3 - Focus of the Current Study
4.3.1 - The Training Intervention
4.4 - The Study and Methods
4.4.1 - Dependent Measures
4.5 - Results
4.6 - Discussion
4.7 - Conclusions
Section 5.0 - Implications of Findings, Directions for Future Research, and Overall Conclusions
5.1 - Implications of Findings
5.1.1 - Significance of Emotional Intelligence and Empathy for Key Project Competences
5.1.2 - Emotional Intelligence and Transformational Leadership
5.1.3 - Developing the Emotional Intelligence Abilities of Project Managers
5.1.4 - Improving the Performances of Emotional Intelligence Abilities of Project Managers
5.1.5 - Considerations for Designing Emotional Intelligence Ability—Development Interventions
5.1.6 - Impact of Emotional Intelligence Training on Project Manager Competences and Performance
5.2 - Directions for Future Research
5.3 - Overall Conclusions
Section 6.0 - Developing Emotional Intelligence Training: Theoretical and Empirical Underpinnings
6.1 - The Duration of Programs
6.2 - The Content: Developing Self-Awareness
6.2.1 - Understanding the Concept of EI
6.2.2 - Awareness of One's Own Emotional Intelligence Strengths and Weaknesses
6.2.3 - Learning Methods
6.3 - Designing Emotional Intelligence Training: Drawing from the Wider Literature
6.3.1 - Emotional Learning Involves Other Areas of the Brain
6.3.2 - Emotional Learning Challenges Issues of Identity
6.3.3 - Emotional Learning Requires Insight and Feedback
6.4 - Developing Emotional Intelligence: Insights from Workplace Learning
6.5 - Overview of the Training Program
Appendices
Appendix 1: Semi-Structured Interview Schedule
Appendix 2: Exercise 1: Emotional Self-Awareness
Appendix 3: Exercise 2: Perceiving Emotions
Appendix 4: Exercises 3 and 4: Verbally Demonstrating Empathy and Practicing Demonstrating Empathy
Appendix 5: Exercise 5: Role Plays to Show Practice in Rapport, Empathy, and Anticipating and Responding to Emotions
Appendix 6: Exercise 6: The Organization's Emotional Climate
References
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Copyright Page
EMOTIONAL INTELLIGENCE AND PROJECTS
Nicholas Clarke, PhD, Ranse Howell
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