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Emotional Intelligence And Projects by Ranse Howell, Nicholas Clarke

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SECTION 2.0

Emotions, Emotional Intelligence, and Projects

2.1 Critical Perspectives on Project Management: Projects are Emotional

Traditionally, research in the area of project management has tended to direct its attention to the application of tools and techniques with far less attention given to the role of people management and the management of relationships more specifically (Cooke-Davis, 2002; Matta & Ashkenas, 2003; Munns & Bjeirmi, 1996; Verma, 1996). Over the past two decades however, the “human side” of project management has increasingly been identified as a critical component of the project manager's role and associated with project management success (Cleland, 1995; Cooke-Davies, 2002; Cowie, 2003; El-Sabaa, 2001; Hill, 1977; ...

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