The Relevance Of Emotional Intelligence In Project Leadershi

The relevance of emotional intelligence in project leadership

Read the following article from the required reading assignment: Preston, G., Moon, J., Simon, R., Allen, S., & Kossi, E. (2015). The relevance of emotional intelligence in project leadership. Journal of Information Technology and Economic Development, 6(1). After reading the article, analyze the following scenarios, and choose one to discuss in your case study paper: Scenario 3: As a manager, you have two employees who have a difficult time working together. While nothing specifically unprofessional has been done by either one of them, other team members have expressed concern that the differences between them are causing tension and some other team members are having difficulty performing their work.

Some have even gone so far as to say that the situation is causing a hostile work environment. Based on your preferred leadership style, how would you handle this situation? What are some effective practices that you would use for leading people and business processes in this situation? In your case study, be sure to address the following: Begin the discussion by identifying which of the scenarios you chose. Include a brief statement as to which of the leadership styles presented in the above article you are most comfortable with. Explain your top three, in order from most like you to least like you, and explain why you chose them. Then, answer the questions provided with your chosen scenario. Use the information provided in this unit to determine which leadership styles you prefer to use when you are in a leadership position (visionary, coaching, affiliative, democratic, pacesetting, and commanding). Then, considering the above points, how would you proceed with handling the chosen scenario?

Paper For Above instruction

In this case study, I have selected Scenario 3, which involves managing two employees who are experiencing ongoing difficulties working together, leading to tension and potential hostility within the team. This scenario exemplifies the complex challenges that project leaders often face in fostering a collaborative and productive work environment, especially when interpersonal issues threaten team cohesion and performance. Understanding the role of emotional intelligence (EI) and aligning leadership styles to address such conflicts effectively are critical components for success in this context.

Throughout my professional experience and academic learning, I am most comfortable with the democratic leadership style. This approach emphasizes inclusive decision-making, open communication, and valuing team members' perspectives, which I believe fosters trust and mutual understanding—key factors in resolving interpersonal conflicts. My second preference is the coaching style, as it focuses on developing individuals’ strengths and providing constructive feedback to improve team dynamics. Lastly, I consider the affiliative style, which prioritizes harmony and emotional bonds among team members, as my third choice because it supports creating a positive environment conducive to conflict resolution.

Understanding My Leadership Style Preferences

The democratic leadership style appeals to me most because it encourages collaboration and shared responsibility. In situations involving interpersonal issues, an inclusive approach helps team members feel heard and valued, reducing defensiveness and promoting cooperative problem-solving. The coaching style aligns with my belief in developing people’s skills and emotional awareness, which is essential in managing conflicts rooted in differences in personality or communication. Lastly, the affiliative style's focus on emotional bonds helps in rebuilding trust and restoring a harmonious team climate after conflicts.

Handling the Conflict Scenario

Given the scenario, my primary approach would begin with active listening and empathy to understand the underlying causes of the tension between the two employees. I would conduct one-on-one meetings with each individual to hear their perspectives and identify any misperceptions or unmet needs. Employing emotional intelligence—particularly self-awareness and empathy—allows me to gauge the emotional undercurrents influencing their interactions.

Furthermore, I would facilitate a mediated discussion between the employees, helping them express their concerns constructively while promoting mutual understanding. Establishing clear expectations and ground rules for respectful communication is critical at this stage. Recognizing that emotions may be running high, I would ensure that the environment remains safe and non-judgmental to encourage honest dialogue.

In addition to individual interventions, I would implement team-building activities to reinforce collaboration and trust among the entire team. These activities would aim to break down barriers, foster shared goals, and promote a culture of respect. I also include continuous monitoring of their interactions and providing ongoing coaching and feedback to support behavioral change.

Role in Decision-Making and Organizational Climate

As a leader, my role extends beyond resolving the immediate conflict to shaping an organizational climate that emphasizes emotional intelligence, open communication, and inclusivity. Decision-making involves considering the perspectives of all stakeholders, including the affected employees and their colleagues, to implement sustainable solutions. I would advocate for policies and practices that promote psychological safety and encourage constructive feedback.

Creating a positive climate aligned with business goals requires integrating emotional intelligence competencies into leadership development programs and modeling these behaviors consistently. By fostering a culture where conflicts are addressed constructively and emotions are managed effectively, organizations can improve engagement, reduce turnover, and enhance overall performance.

Conclusion

In summary, managing interpersonal conflicts like those described in Scenario 3 requires a leadership approach grounded in emotional intelligence and participative leadership styles such as democratic, coaching, and affiliative. By actively listening, fostering open communication, and promoting a culture of respect, a project leader can transform a tense situation into an opportunity for growth and stronger team cohesion. This proactive, emotionally intelligent approach supports organizational objectives and sustains a healthy, productive work environment.

References

• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
• Preston, G., Moon, J., Simon, R., Allen, S., & Kossi, E. (2015). The relevance of emotional intelligence in project leadership. Journal of Information Technology and Economic Development, 6(1).
• Goffee, R., & Jones, G. (2006). Why Should Anyone Be Led by You? Harvard Business Review Press.
• Boyatzis, R. E., & McKee, A. (2005). Resonant Leadership: Renewing Yourself and Connecting with Others through Mindfulness, Hope, and Compassion. Harvard Business School Publishing.
• Hersey, P., Blanchard, K. H., & Johnson, D. E. (2012). Management of Organizational Behavior: Utilizing Human Resources. Pearson Education.
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• Carnegie, D. (1936). How to Win Friends and Influence People. Simon & Schuster.
• Smith, H. A. (2011). Emotional Intelligence in Leadership: A Review of the Literature. Journal of Leadership Studies, 5(2), 52–62.