ABSTRACT REVIEW Abstract 3 Project Management (PM) concept has been around for as long as the humanity can trace its existence. However, it began to be recognized as a distinct professional field a few decades ago. Today it still continues to be an evolving science, thus the definition and requirements constantly change and take on new meanings.
As project managers (PMs) are challenged by on-going demands, their people skills and emotions come to the forefront of their daily work, and hence emotional intelligence (EI) gains growing importance. This study explores the current state of PMs' El, given utilized constructs. It involves 23 experienced PMs from the USA, and employs 2 psychometric instruments: MSCEIT, measuring 4 El abilities (identifying, using, understanding, and managing emotions), and Bar-On EQ-i, skills grouped in 5 areas (interpersonal, interpersonal, stress management, adaptability, and general mood).
Both of these 2 psychometric tools are used in this research to collect data, and provide answers to this study's questions focusing on the most dominant El abilities of highly experienced PMs according to MSCEIT outcomes, and the most dominant El skills of highly experienced PMs according to Bar-On EQ-i outcomes.
Given MSCEIT results, most PMs scored competent, and above, in the strategic area, which included the abilities to understand and manage emotions. The highest scores in Bar-On EQ-i testing were in assertiveness, self-actualization, and problem solving.
Interestingly, as the EQ-i scores went up, MSCEIT scores declined, meaning that PMs, who are high performers according to EQ-i, score low in MSCEIT. This is based on the premise that EQ-i reflects one's performance, while MSCEIT reflects one's emotional abilities that aid in reasoning with emotions and in making choices regarding one's actions.
It is anticipated that the professional environment will benefit from these discoveries. They may lead to additional research and findings regarding current state and future needs of PMs. This is critical, because PM plays an increasingly larger role in the contemporary business environment. Also, since El concepts and constructs continue being developed, it is important that they are used carefully, and always supplemented with additional psychometric methods for meaningful assistance and optimal results.
BACKGROUND: Project Management (PM) concept has been around for as long as the humanity can trace its existence. However, it began to be recognized as a distinct professional field a few decades ago. Today it still continues to be an evolving science, thus the definition and requirements constantly change and take on new meanings. As project managers (PMs) are challenged by on-going demands, their people skills and emotions come to the forefront of their daily work, and hence emotional intelligence (EI) gains growing importance.
PROBLEM STATEMENT
This study explores the current state of PMs' El, given utilized constructs.
RESEARCH OBJECTIVE:
SCOPE
It involves 23 experienced PMs from the USA, and employs 2 psychometric instruments: MSCEIT, measuring 4 El abilities (identifying, using, understanding, and managing emotions), and Bar-On EQ-i, skills grouped in 5 areas (interpersonal, interpersonal, stress management, adaptability, and general mood).
METHODOLOGY
It involves 23 experienced PMs from the USA, and employs 2 psychometric instruments: MSCEIT, measuring 4 El abilities (identifying, using, understanding, and managing emotions), and Bar-On EQ-i, skills grouped in 5 areas (interpersonal, interpersonal, stress management, adaptability, and general mood).
Both of these 2 psychometric tools are used in this research to collect data, and provide answers to this study's questions focusing on the most dominant El abilities of highly experienced PMs according to MSCEIT outcomes, and the most dominant El skills of highly experienced PMs according to Bar-On EQ-i outcomes.
FINDINGS
Given MSCEIT results, most PMs scored competent, and above, in the strategic area, which included the abilities to understand and manage emotions. The highest scores in Bar-On EQ-i testing were in assertiveness, self-actualization, and problem solving.
Interestingly, as the EQ-i scores went up, MSCEIT scores declined, meaning that PMs, who are high performers according to EQ-i, score low in MSCEIT. This is based on the premise that EQ-i reflects one's performance, while MSCEIT reflects one's emotional abilities that aid in reasoning with emotions and in making choices regarding one's actions.
SIGNIFICATION OF THE STUDY
ABSTRACT COMMENT:
I give this abstract only 8 mark because this abstract is give clear information.
Abstract 3
Project Management (PM) concept has been around for as long as the humanity can trace its existence. However, it began to be recognized as a distinct professional field a few decades ago. Today it still continues to be an evolving science, thus the definition and requirements constantly change and take on new meanings.
As project managers (PMs) are challenged by on-going demands, their people skills and emotions come to the forefront of their daily work, and hence emotional intelligence (EI) gains growing importance. This study explores the current state of PMs' El, given utilized constructs. It involves 23 experienced PMs from the USA, and employs 2 psychometric instruments: MSCEIT, measuring 4 El abilities (identifying, using, understanding, and managing emotions), and Bar-On EQ-i, skills grouped in 5 areas (interpersonal, interpersonal, stress management, adaptability, and general mood).
Both of these 2 psychometric tools are used in this research to collect data, and provide answers to this study's questions focusing on the most dominant El abilities of highly experienced PMs according to MSCEIT outcomes, and the most dominant El skills of highly experienced PMs according to Bar-On EQ-i outcomes.
Given MSCEIT results, most PMs scored competent, and above, in the strategic area, which included the abilities to understand and manage emotions. The highest scores in Bar-On EQ-i testing were in assertiveness, self-actualization, and problem solving.
Interestingly, as the EQ-i scores went up, MSCEIT scores declined, meaning that PMs, who are high performers according to EQ-i, score low in MSCEIT. This is based on the premise that EQ-i reflects one's performance, while MSCEIT reflects one's emotional abilities that aid in reasoning with emotions and in making choices regarding one's actions.
It is anticipated that the professional environment will benefit from these discoveries. They may lead to additional research and findings regarding current state and future needs of PMs. This is critical, because PM plays an increasingly larger role in the contemporary business environment. Also, since El concepts and constructs continue being developed, it is important that they are used carefully, and always supplemented with additional psychometric methods for meaningful assistance and optimal results.
BACKGROUND:
Project Management (PM) concept has been around for as long as the humanity can trace its existence. However, it began to be recognized as a distinct professional field a few decades ago. Today it still continues to be an evolving science, thus the definition and requirements constantly change and take on new meanings. As project managers (PMs) are challenged by on-going demands, their people skills and emotions come to the forefront of their daily work, and hence emotional intelligence (EI) gains growing importance.
PROBLEM STATEMENT
This study explores the current state of PMs' El, given utilized constructs.
RESEARCH OBJECTIVE:
SCOPE
It involves 23 experienced PMs from the USA, and employs 2 psychometric instruments: MSCEIT, measuring 4 El abilities (identifying, using, understanding, and managing emotions), and Bar-On EQ-i, skills grouped in 5 areas (interpersonal, interpersonal, stress management, adaptability, and general mood).
METHODOLOGY
It involves 23 experienced PMs from the USA, and employs 2 psychometric instruments: MSCEIT, measuring 4 El abilities (identifying, using, understanding, and managing emotions), and Bar-On EQ-i, skills grouped in 5 areas (interpersonal, interpersonal, stress management, adaptability, and general mood).
Both of these 2 psychometric tools are used in this research to collect data, and provide answers to this study's questions focusing on the most dominant El abilities of highly experienced PMs according to MSCEIT outcomes, and the most dominant El skills of highly experienced PMs according to Bar-On EQ-i outcomes.
FINDINGS
Given MSCEIT results, most PMs scored competent, and above, in the strategic area, which included the abilities to understand and manage emotions. The highest scores in Bar-On EQ-i testing were in assertiveness, self-actualization, and problem solving.
Interestingly, as the EQ-i scores went up, MSCEIT scores declined, meaning that PMs, who are high performers according to EQ-i, score low in MSCEIT. This is based on the premise that EQ-i reflects one's performance, while MSCEIT reflects one's emotional abilities that aid in reasoning with emotions and in making choices regarding one's actions.
SIGNIFICATION OF THE STUDY
ABSTRACT COMMENT:
I give this abstract only 8 mark because this abstract is give clear information.