All language subtitles for KU PMGT 840 Session 4 (Part B)- EQ in Project Leadership

Welcome to Part B of Session 4. In this
section, we will focus on how project

leaders can apply and grow their
emotional intelligence in real -world

While understanding the basics of EQ is
important, what really matters is how

you can use these skills to lead more
effectively.

In particular, we will explore three
major responsibilities that every

emotionally intelligent project leader
must manage. Let's get started.

Let's begin part B by quickly revisiting
what emotional intelligence means in

the context of project management.

As we discussed earlier, EQ is our
ability to recognize and understand our

emotions and those of others.

More importantly, it is about using that
awareness to guide our decisions and

behavior. In project teams, emotional
intelligence plays a key role in how we

communicate, collaborate, and lead.

It helps create a more adaptive and
supportive work environment where people

do their best.

Here are some key insights on how
emotional intelligence plays out in

settings. First, it is about managing
not only your own emotions, but also

of your team and stakeholders.

As a project leader, developing both
internal skills like self -awareness and

external ones like relationship
management is essential.

Teams that build emotional intelligence
tend to perform better and experience

less turnover.

They also handle tension more
effectively by recognizing and

emotional cues early.

These practices can make a real
difference in team collaboration and

project success.

This diagram from the PMBOK guide breaks
emotional intelligence into four key

components arranged along two axes.

The vertical axis moves from personal to
social.

At the top, we have self -related
elements like self -awareness and self

-management. At the bottom are social
elements like how we understand and work

with others.

The horizontal axis runs from awareness
to skill.

On the left is perception and
understanding, while on the right is how

that awareness.

Together, these four areas provide a
clear framework for developing emotional

intelligence in both personal leadership
and team collaboration.

Let's begin with the first core skill of
emotional intelligence in leadership,

which is self -awareness.

This means recognizing how your
behavior, decisions, and leadership

your team, and also how your team
influences you.

A self -aware project manager
understands their emotional triggers and

strengths, which help reduce conflict
and improve team dynamics.

In this example, rather than reacting
defensively, the manager pauses and

asks for clarification.

This approach diffuses tension and turns
a difficult moment into a productive

one.

Now let's move on to self -management.

In project environments, things don't
always go as planned.

There are tight deadlines, limited
resources, and unexpected changes.

A project manager who can regulate their
emotions is more likely to make smart

decisions and maintain trust.

In the example here, instead of reacting
with anger, the manager remains calm,

calls a quick meeting, and leads the
team toward a workable solution.

This kind of emotional control shows
leadership under pressure and helps the

team stay focused.

Social awareness is the ability to
understand what others are feeling and

they need, even when it's not directly
said.

For project leaders, this means noticing
change in team dynamics and responding

with empathy.

In the example here, the manager picks
up on a team member's low energy and

takes the time to check in privately.

By creating a space for open dialogue,
the manager learns what's going on and

makes small adjustments to help.

This approach builds trust and supports
a healthier team culture.

The final core skill is social skill.

This refers to a project leader's
ability to build strong relationships,

encourage open communication, and
positively influence team culture.

Social skill brings all the other
emotional intelligence elements

In this example, the manager notices a
conflict between teams and brings them

together for a shared discussion.

By using clear language, listening
actively, and staying focused on the

goals, the manager helps the team align
again.

This approach promotes mutual respect
and leads to better collaboration.

Before you continue, please make sure to
complete the listed readings.

These sections from PMBOK 6 and 7 will
help you reinforce what we have

today.

And here is a quick look at the tasks
and activities for this session.

Please reply to at least two of your
classmates in Discussion Board 2.

Make sure you complete Assignment 4 and
also Case Study 1.

And this brings us to the end of Part B.

i hope you found this session helpful in
understanding how emotional

intelligence applies to your role as a
project leader if you have any questions

or thoughts please feel free to share it
thank you very much again for watching

this video