| This case study investigated the possible interrelationship between interpersonal skills, team dynamics, emotional intelligence, and project outcomes within the U.S. Army's Integrated Materiel Management Center (IMMC). The IMMC has an array of sophisticated tools, processes, and high-powered software packages to assist in directing a project. However, H. J. Smith, M. Keil, and G. Depledge (2001) contended that this collection of tools, techniques, and conventional concepts are insufficient to assure project success. An emerging view in the project management community is that, although tools and techniques are important, interpersonal skills, team dynamics, and emotional intelligence may make a difference in terms of successful project outcomes. Today's projects are far more varied and complex, and they require a far more sophisticated system of project management that should address both processes and interpersonal relationships (A. Longman & J. Mullins, 2005). The findings in this study indicate that the demographic factors used in the analysis do not significantly predict scores for team dynamics, interpersonal skills, and emotional intelligence. The univariate ANOVA results represent the t tests conducted on the variables. Age group was found to be significant in predicting team dynamics. However, no other variable was significant in predicting team dynamics, interpersonal skills, or emotional intelligence. The findings in this study may be used to address potential changes for IMMC leaders in terms of developing and improving their interpersonal skills, emotional intelligence, and ability to influence team dynamics for better project outcomes. |
