The Role of Emotional Intelligence (EQ) in Project Leadership in Finland
Shaikh, Muskanbanu; (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025110326985
https://urn.fi/URN:NBN:fi:amk-2025110326985
Tiivistelmä
This thesis delves into the phenomenon of emotional intelligence (EQ) and how it plays a role in project management in Finland. This study emerged mainly because of the gradual acknowledgment that mastery of technical skills is no longer considered enough to become a successful project manager. The ability to be aware of, control, and express emotions as well as to manage interpersonal relationships is necessary for leaders today in organizational activities that are becoming more and more complicated. There is a lot of interest in this study in asking how Finnish project leaders perceive emotional intelligence; how Finnish project leaders apply this EI construct in hassle-free day-to-day leadership practice; what challenges leaders face; and what organizations can do to facilitate emotional intelligence development.
Data was collected using a qualitative research design semi-structured interview on four Finnish project leaders (two women and two men) - one of whom was a CEO of ten-year standing. The research brought together the data thematically, so that patterns, similarities, and differences were brought out in the participants' perspectives and experiences.
It was found that emotional intelligence in Finland was considered an important part of active leadership, especially at communication, adaptability, empathy, and trust levels. EQ enabled leaders in managing problems, stakeholders, and teamwork, whereas expressive and repressive forces exerted by the culture made workplace emotions pancultural. Finally, this explained a great part of the requirement for training, motivation, and open communication practice within organizations toward the facilitation of EQ.
The conclusion of this thesis is that emotional intelligence is a key leadership skill in Finland, and it implies recommendations on how organizations can incorporate EQ in their leadership development approaches to avail project success while developing long-term organizational resilience.
Keywords: Emotional Intelligence, Project Leadership, Finland
Data was collected using a qualitative research design semi-structured interview on four Finnish project leaders (two women and two men) - one of whom was a CEO of ten-year standing. The research brought together the data thematically, so that patterns, similarities, and differences were brought out in the participants' perspectives and experiences.
It was found that emotional intelligence in Finland was considered an important part of active leadership, especially at communication, adaptability, empathy, and trust levels. EQ enabled leaders in managing problems, stakeholders, and teamwork, whereas expressive and repressive forces exerted by the culture made workplace emotions pancultural. Finally, this explained a great part of the requirement for training, motivation, and open communication practice within organizations toward the facilitation of EQ.
The conclusion of this thesis is that emotional intelligence is a key leadership skill in Finland, and it implies recommendations on how organizations can incorporate EQ in their leadership development approaches to avail project success while developing long-term organizational resilience.
Keywords: Emotional Intelligence, Project Leadership, Finland