ABSTRACT
This chapter examines project teams from a non-technical perspective, looking at “softer” interplays between team members, their leadership, the nature of project work and important challenges project resources must face. In 1995, Daniel Goleman published his popular book, Emotional Intelligence, capturing the world’s attention. Researchers who study high-performing teams were especially interested in the value of emotional intelligence. Interpersonal skills involves activities associated with the emotions of other people. Project professionals would leverage these skills during negotiations with vendors, managing team members and working with stakeholders. Adaptability skills have to do with a project professional’s ability to process and tolerate change. Stress management skills represents the physiological side of coping. Central here are bodily regulation of stress and management of impulses. Project professionals who score highly in this area would be able to control inappropriate urges and not make rash decisions without first thinking them through. Intrapersonal skills catalogues an individual’s potential for self-awareness and the ability to look inward.
