AJIBM  Vol.6 No.4 , April 2016
Emotional Intelligence as an Essential Factor for the Successful Management and Financial Administration of Projects and Programs
Abstract: The ability of administrative leaders to manage their emotions, including the influence they have on the people they work with in projects and programs, influences the way the activities involved are organized, conducted, and implemented and the level of project goals that are usually achieved. The success of projects is determined by a number of factors as indicated in the International Project Management Association (IPMA) Competence Baseline [1]. When analyzed and broken into details, those factors are connected to the management and the financial administration processes throughout the project’s life cycle. Several attempts have been made by scholars to write on some of the factors that can contribute to project success. Emotional intelligence as an essential factor for the successful management and financial administration of projects and programs would be shown through the use of the emotional intelligence pyramid. Emotional intelligence would also be connected to the Projects and Programs Success Roulette Wheel where this study would develop based on the IPMA Competence Eye. Studies have shown that managers must have high emotional intelligence to enable them to achieve success in projects and programs.
Cite this paper: Asare, J. (2016) Emotional Intelligence as an Essential Factor for the Successful Management and Financial Administration of Projects and Programs. American Journal of Industrial and Business Management, 6, 418-431. doi: 10.4236/ajibm.2016.64038.

[1]   International Project Management Association (2006) Competence Baseline Volume 3.

[2]   Jordan, P.J. and Lawrence, S.A. (2009) Emotional Intelligence in Teams: Development and Initial Validation of the Short Version of the Workgroup Emotional Intelligence Profile—Short Version (WEIP-S). Journal of Management and Organization, 15, 452-469.

[3]   International Project Management Association (2015) Individual Competence Baseline for Projects and Programs Management. International Project Management Association, Nijkerk.

[4]   Çeçen, A.R. (2006) Validity and Reliability Studies of the Emotions Management Skills Scale. Turkish Psychological Counseling and Guidance Journal, 2, 101-113.

[5]   Scott-Ladd, B. and Chan, C.C.A. (2004) Emotional Intelligence and Participation in Decision Making: Strategies for Promoting Organizational Learning and Change.

[6]   Joseph, A. (2015) Multi-Metric Definition of Knowledge Economy. Project Management and Development of the Collection of Scientific Papers Journal, UDC 005.94:005.22.

[7]   Graham, P. (1995) Mary Parker Follett: Prophet of Management. Harvard Business School Press, Boston.

[8]   Fayol, H. (1916) General and Industrial Management. Institute of Electrical and Electronics Engineering, Paris.

[9]   Ghoshal, S. and Bartlett, C. (1999) The Individualized Corporation: A Fundamentally New Approach to Management. Collins Business, New York.

[10]   Carpenter, M.A. and Erdogan, B. (2012) Introduction to the Principles of Management.

[11] Principles of Management

[12]   Mintzberg, H. (1973) The Nature of Managerial Work. Harper & Row, New York.

[13]   Gardner, H. (1983) Frames of Mind: The Theory of Multiple Intelligences. Trustees of Boston University, Boston.

[14]   Akers, M. and Porter, G. What is Emotional Intelligence (EQ)?

[15]   Naidu, S.P. (2005) Public Administration: Concepts And Theories. New Age International (P) Limited, Publishers, New Delhi.

[16]   Simon, H.A., Smithburg, D.W., et al. (1950) Public Administration. University of California Press, New York.

[17]   Simon, H.A. (1966) Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization. The Free Press, New York.

[18]   Lamsam (2013) Financial Administration.

[19]   Jadhav, A. (2010) Financial Administration, Unit 1.

[20]   Goleman, D. (1998) Working with Emotional Intelligence. Bantam Books, New York.

[21]   Rach, V. (2014) Methodology of an Enterprise Economic Security Management. Materials of the Educational Master Program on Project Management, KROK University, Kiev.

[22]   Davidson, R.J., Jackson, D.C. and Kalin, N.H. (2000) Emotion, Plasticity, Context and Regulation: Perspectives from Affective Neuroscience. Psychological Bulletin, 126, 890-906.

[23]   Ministry of Business, Innovation and Employment (MBIE) Hikina Whakatutuki (2014) Employment Relationships.

[24]   Brun, J.P. (2010) Missing Pieces: 7 Ways to Improve Employee Well-Being and Organizational Effectiveness. Palgrave Macmillan, New York.

[25]   Lunenburg, F.C. (2010) Communication: The Process, Barriers, and Improving Effectiveness. Schooling, 1.

[26]   Jones, P. (1999) The Performance Management Pocketbook. Printed in UK, British Library Cataloguing-in-Publication Data—A Catalogue Record for this book is available from the British Library.

[27]   NHS Leadership Centre (2005) Coaching Effectiveness. NHS Leadership Centre, London.

[28]   Saylor, The Saylor Foundation.

[29]   Lai, E.R. (2011) Motivation: A Literature Review Research Report.

[30]   Broussard, S.C. and Garrison, M.E.B. (2004) The Relationship between Classroom Motivation and Academic Achievement in Elementary School-Aged Children. Family and Consumer Sciences Research Journal, 33, 106-120.

[31]   Management Study Guide (2008) Financial Management—Meaning, Objectives and Functions.

[32]   Carol Woods, What Is Time Management?—Definition, Examples & Studies.