EMOTIONAL INTELLIGENCE EFFECTS ON AGILE PROJECT MANAGEMENT PERFORMANCE

Abstract

The increasing complexity of projects in an emotionally charged context which requires collaborative efforts makes agile environments more common. In such scenarios, emotional intelligence (EI) emerges as a critical factor in determining both qualitative and quantitative aspects of a team's performance. In Agile Project Management (APM), competencies such as self-regulation, empathy, and effective, clear communication facilitate more than just the bare minimum of prerequisite technical skills. This research explores the interconnection of critical elements of emotional intelligence and agile roles to performance metrics which include, but are not limited to, sprint velocity, collaboration and adaptability, and team morale.  In this case, a mixed-methods study design, leveraging agile performance metrics alongside psychometric EI frameworks, is utilized to define emotionally relevant competencies pertinent to roles such as Scrum Master, Product Owner, and Developer. A structural model is introduced in the context of this study, demonstrating the comprehensive value of EI as a tool to not only enhance individual contributions, but also to improve team climate, psychological safety, and conflicts among members which in turn fosters team collaboration and empathy.  The research stresses the importance of integrating emotional intelligence frameworks and concepts into agile training and team structural design, enhancing the EI agility nexus. Emotionally intelligent agile frameworks will allow organizations to cultivate adaptable team structures, and enduring productivity, agility, and psychological resilience in response to demanding project cycles.