ABSTRACT
This chapter suggests that global organisations should build an emotional intelligence culture, promote work-life balance for employees around the globe, value the employees independently of their locations, promote the use of collaborative tools and methods, develop a global project management methodology and establish international performance appraisal systems, reward policies and training schemes. Program managers, project managers and project office members alone cannot improve the effectiveness of global projects. Global organisations must adapt their processes, policies and procedures to cope with the new challenges faced by international project teams. Senior executives must adapt their leadership styles and act as role models for the implementation of new methods and tools. Emotional intelligence (EI) can be defined as, the capacity to reason about emotions in order to enhance thinking' and includes the abilities to perceive emotions, to use emotions to facilitate thought, to understand emotions and emotional knowledge, and to promote intellectual growth by managing emotions.
