Управління розвитком складних систем

Постійне посилання на фондhttps://repositary.knuba.edu.ua/handle/987654321/326

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20171

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Авторsearch.filters.applied.operator.equals: search.filters.author.Rusan, NadiiaКлючові словаsearch.filters.applied.operator.equals: search.filters.subject.emotional intelligence (EQ)

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  • Документ
    Relationship between emotional intelligence and entrepreneurial energy
    (КНУБА, 2017) Bushuyev, Sergiy; Rusan, Nadiia
    According to numerous studies, professional activities of heads characterized by emotional stress, which is caused by a high degree of responsibility, intense interpersonal relationships. In most cases, emotional (expression of emotions in activity, the transfer of emotional states, etc.) opposed to rationality. Emotionality is often seen as the reason for the implementation of professional error as a factor reducing the quality of decisions and performance in general. Creative management cannot be applied without a developed emotional intelligence. The project manager must to interact with their partners, subordinates to achieve the goals, to obtain the desired effect (change of behaviour, thoughts, relationships, etc.). Thus, the ability of the manager to recognize and interpret the emotions that arise in the course of activity, use them to solve management problems define the specifics of the problem field of our study. The possibility of increasing the potential of the project manager through the development of emotional intelligence opens up new prospects of innovative development of the business community in General. In the article considers the emotional intelligence of the project manager and its structure. The concept of "entrepreneurial energy" and "entrepreneurial potential" is defined. The relationship between emotional intelligence and entrepreneurial energy at the stage of project launch is established. Entrepreneurial energy methodology in project consists next componenets: research. (analyze evidence of performance challenges); readiness (clarify envisioned state of sustainable high performance); roadmap (chart the course to sustainable high performance);rollout (deploy course of action, measuring impact early and often); recalibrate (use evidence to modify course of action).