
Emotional Intelligence and Projects
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Content
- Cover
- Title Page
- Copyright Page
- Acknowledgments
- The Authors
- Table of 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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