The Impact Of A Training Programme Designed To Target The Emotional Intelligence Abilities Of Project Managers

990 words - 4 pages

Clarke's (2009) article examines the effects of a two day training programme on emotional intelligence (EI) within the community of project managers in the short and long term. According to Goleman (1998) EI is the capacity to recognise our own feelings and those of others, for motivating ourselves, and for managing emotions well in us and in our relationships. Building commitment and trust rapidly is of the essence to work effectively together within a project (Burgess and Turner, 2000) thus knowledge on EI can be of distinct advantage to project managers. This article questions whether EI can be developed to improve project management competencies by targeting a number of emotional ...view middle of the document...

To the contrary improvements were found in terms of the PM competencies. It can be said that while improvements in understanding emotions has significant impact on the other hypothesises the overall result highlighted that positive change was not found immediately but six months post training, arriving at the conclusion that the effect of the training programme was a learning curve while on the job. However there were several limitations that affected the research, the attrition at one month following the training may have resulted in the failure to find any improvements at this point. Furthermore the comparison group had to be excluded hence the maturational factors couldn't be ruled out for the positive results found. The research also relied on self-rating, according to Carless et al. (1998) subjective self-ratings of performance have consistently found to be more lenient than those provided by observers, moreover there were no assurances of confidentiality made in order to reduce problems associated with social desirability in answering by one's own self (Clarke, 2010). To overcome these limitations future studies in this field should be conducted in larger populations and the methodology used should identify the participants’ background as observed in Leban and Zulauf (2004) by doing so control variables can be used to encourage fairer results. While Atkins and Wood (2002) found that peer and supervisor performance rating were not predictive of objective performance measures the use of an aggregate of two peers could help overcome this constraint, furthermore self-report and peer-reports can be combined to form a 360 degree assessment (Turner and Lloyd-Walker, 2008). Another important competence that could have been tested in this study could have been the transformation leadership in project managers which is linked to greater organisational performance and success in projects (Lowe et al., 1996). This study does give significant insight into the effectiveness of a training programme conducted to improve EI capabilities in project managers but to some extent the results will have to be considered tentative as attritions and...

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