Original subtitles

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