The Role of Emotional Intelligence in Leadership: A Comparative Study of Traditional and Agile Project Management Approaches

Abstract

The role of EI on leadership effectiveness within traditional and Agile PM will be the focus of study in this research. In the following study, to examine this relationship, quantitative surveys were conducted along with qualitative interviews. The quantitative data centered on gathering data on EI and leadership performance within senior executives in both PM environments. The study found that the mean EI scores of the Agile PM leaders were significantly higher for self-awareness, self-management and social awareness, and relationship management than the traditional PM leaders. In line with this, qualitative results supported that high EI is significant in Agile PM since specificity, teamwork, and team integration are compelling. Self and Tejeda (2011) affirmed that in Agile environments, leaders with high levels of EI can manage change and promote a team environment. On the other hand, EI, though still relevant in traditional PM, is much less central to the process than in agile PM where technical skills and methods of process management are less mannered by EI’s primary PM function, which is to facilitate communication between stakeholders and solve conflicts. Therefore the study concludes that although EI enhances leadership performance in Agile PM through facilitating flexibility and teamwork, it has a more supportive role in traditional PM and suggests that the context of PM requires different leadership development interventions.