The role of the project manager has undergone a significant transformation in recent years, with increasing emphasis on interpersonal skills as a key factor in project success. Research consistently shows that effective project managers must possess a balanced set of technical (hard) skills and interpersonal (soft) skills, with the latter often playing a decisive role in achieving project goals. A comprehensive analysis of the research literature and industry reports clearly indicates that soft skills are essential for effective project management, and their importance increases as the complexity of the business environment grows. This report presents the key soft skills that every project manager should possess, along with the justification for their significance in the context of contemporary project management.
The Evolution of the Project Manager’s Role
The profession of project management has undergone a significant transformation over the years, with growing recognition of the role soft skills play in achieving project success. Traditionally, project management focused primarily on technical competencies, such as scheduling, budgeting, and risk management. However, with the increasing complexity of projects and greater diversity within teams, the ability to manage interpersonal relationships, communicate effectively, and lead with empathy has become equally important. According to a PMI report from 2021, 88% of high-performing organizations place a strong emphasis on soft skills in project management practices. This change reflects a growing understanding that while methodologies like Agile, Scrum, and Waterfall provide frameworks for managing tasks and schedules, the human element is becoming increasingly critical for project outcomes.
The nature of a project manager’s work requires primarily well-developed soft skills, including internal motivation, a desire for success and continuous improvement, and the ability to see the “bigger picture” of the project. At the same time, the most important hard skills include creating a structured plan, breaking down large tasks into stages, choosing technologies, and managing and monitoring team performance. Polish professional literature clearly distinguishes between hard skills, which relate to specific abilities concerning programs or measurable tasks, and soft skills, which encompass all of an individual’s personal characteristics. Hard skills are considered easier to measure and verify during interviews, while soft skills are much more difficult to measure and check, covering interpersonal, communication, social, and emotional skills.
Communication as the Foundation of Project Management
Effective communication is widely regarded as the most important soft skill in the project manager’s arsenal. Project managers spend approximately 90% of their time communicating to ensure the smooth operation of the project in all its dimensions and aspects. They must possess the appropriate communication skills to effectively and efficiently communicate with various stakeholders involved in the project, including team members, senior management, suppliers, subcontractors, legal entities, and other interested parties. Communication skills are a tool that enables good collaboration with the team, and it is important that communication works smoothly not only between the project manager and the team but also among team members.
According to a study published by Harvard Business Review, poor communication is one of the main causes of project failure, highlighting the need for project managers to improve this critical skill. The communication of an effective project manager includes the ability to clearly convey complex ideas, articulate what needs to be achieved, keep the team on track toward the common goal, and create an environment that allows team members to communicate openly and honestly. Communication is not just a line item in project plans but an ongoing activity that must take place, supporting everything that is delivered.
In today’s business environment, where many interactions take place remotely, ensuring effective communication has become an even greater challenge. The lack of daily informal interactions by the coffee machine means that project managers’ words in emails, phone calls, and Zoom conferences carry greater weight. The process of maintaining and building relationships at the workplace looks different now, requiring greater effort and intentionality to develop these relationships. To facilitate effective and efficient communication, tools like Slack and Microsoft Teams are recommended to maintain consistent communication channels.
Leadership and Influence in Project Management
Leadership skills are the second pillar of effective project management, enabling project managers to inspire and guide teams toward achieving project goals. Leadership in the context of project management is not just about directing tasks, but about inspiring and guiding the team toward a common goal. Effective project managers lead by example, empowering their team members and fostering a culture of trust and collaboration. Leadership also includes the ability to influence stakeholders, secure their support, and navigate organizational politics.
The 2021 report from the International Project Management Association emphasizes that strong leadership is a key factor in determining the success of a project, particularly in complex, high-stakes projects. Leadership skills allow project managers to set the tone for the project, express the vision, and engage project participants in that vision. With these skills, they can avoid potential obstacles and use their influence to effectively lead the team.
A project manager’s role is not just to give orders or manage, but to inspire, motivate, and mobilize the team to achieve common goals. Leadership is based on building trust, developing talent, and creating a positive organizational culture. A good leader has a vision and is able to convey it to their team, and clearly defining goals and strategies motivates employees to act and helps them understand how their efforts contribute to the organization’s success. Equally important is good communication, tailored to different audiences, and the leader should also be a good mentor and coach who takes care of the development of their team, identifies talents and skills of individuals, and gives them opportunities to grow.
Emotional Intelligence in Project Management Practice
Emotional intelligence (EQ) is gaining increasing recognition as a key skill for project managers, enabling them to effectively manage themselves and others. According to Daniel Goleman’s definition, emotional intelligence is the ability to recognize, understand, and manage one’s own emotions, as well as to recognize, understand, and influence the emotions of others. In the context of project management, emotional intelligence is essential for building cohesive, high-performing project teams, managing conflicts, and fostering collaboration.
Research by Goleman and colleagues (2020) showed that leaders with high emotional intelligence are more effective in managing teams and driving project success. In a groundbreaking discovery, published in the Harvard Business Review, it was found that when calculating the ratio of technical skills, IQ, and emotional intelligence as components of outstanding performance, emotional intelligence proved to be twice as important as the other factors for roles at all levels. This finding underscores the disproportionate value of interpersonal skills in the professional environment, particularly for leadership roles such as project management.
A well-balanced and approachable person is more emotionally aware than others. Daniel Goleman’s research showed that an emotionally intelligent person has the ability to recognize their own emotions, relate to others’ emotions, actively listen to others, and manage relationships. A project manager is considered a leader, and a leader who does not collaborate with their project team and other stakeholders is lost in communication, and project stakeholders also desire leadership and communication.
Emotional intelligence enables project managers to build strong relationships, manage stress, and navigate the emotional dynamics of the team. Project managers with high emotional intelligence are better prepared to handle conflicts, motivate their teams, and create a positive working environment. Emotional intelligence also includes empathy, which is one of the most important soft skills for the successful implementation of transformational initiatives. Transformations inevitably lead to changes and disruptions in employees’ daily work, which for many people leads to feelings of uncertainty and anxiety, especially among long-term employees.
Conflict Management and Problem-Solving
The ability to manage conflicts and solve problems is indispensable in the work of a project manager, where tensions and challenges are inevitable. Conflicts are unavoidable in any project, but how they are managed can determine the success or failure of the project. Project managers must possess mediation skills in disputes, resolve complaints, and find solutions that satisfy all parties involved. Effective conflict resolution involves active listening, empathy, and the ability to negotiate and compromise.
According to a study conducted by the Project Management Institute (2022), projects with effective conflict management practices have a 30% higher success rate compared to those without such practices. This data suggests that soft skills directly impact measurable project outcomes. Competence in managing conflicts and crises is needed where differences within the team need to be addressed to ensure they do not escalate into potentially destructive issues. Listening and responding to the needs and perspectives of all team members increases the project manager’s awareness and ability to anticipate potential conflict areas, while the ability to de-escalate situations where conflict arises helps maintain a healthy project environment.
Problem-solving is another key soft skill that project managers must possess. Often considered the most crucial skill in every project manager’s toolkit, problem-solving is the ability to adapt to changing circumstances, handle complex situations as they arise, and overcome challenges with resilience. A good project manager knows how to identify and analyze problems and obstacles that arise during the project and can design effective solutions to overcome them. This requires effective communication skills, critical thinking, and the ability to collaborate with team members to achieve successful outcomes.
Adaptability and Flexibility in the Dynamic Project Environment
In the rapidly changing business environment, adaptability and flexibility have become increasingly valuable skills for project managers. Today’s project managers must be adaptable and flexible in the face of change. Whether it is a change in project scope, a shift in stakeholder priorities, or unexpected challenges, the ability to change direction and adjust plans is crucial. Adaptive project managers are better prepared to handle uncertainty and keep their projects on track.
A study conducted by McKinsey & Company (2021) found that adaptability is one of the most important skills that organizations seek in project managers. Adaptability is essential in project management, and creating a culture that fosters acceptance of change plays a key role in ensuring that projects remain aligned with organizational priorities. When changes occur in the project, it is advisable to conduct a meeting with the employees affected by it to discuss four topics: what we know, what we don’t know, what we are doing to get answers, and when we will talk next.
Gartner’s research highlights emerging roles and skills that are transforming the project management profession. Their analysis of 373 project management leaders uncovered three future roles for project managers – the teacher, fixer, and coordinator – which clearly emphasize the human elements of project management beyond routine tasks. Additionally, Gartner’s research identified ten “next-generation skills,” from organizational awareness to data literacy, and from cross-functional collaboration to financial literacy, noting that mastering these skills can make project managers 1.4 times more effective at achieving key business outcomes.
Negotiation Skills and Relationship Building
The ability to negotiate effectively and build lasting relationships is an essential aspect of a project manager’s work, enabling them to collaborate efficiently with diverse stakeholders. Being a strong negotiator is one of many communication skills but deserves its own place. In project management, negotiation is a crucial skill for resolving conflicts and managing stakeholders. For example, you are likely to receive requests from stakeholders that may affect the project scope, and you will need to counter them, but diplomatically, so that all project stakeholders feel they are getting what they want.
Relationship building is ultimately an umbrella term that encompasses many different important concepts. Relationship-building skills can be used to encourage the team to perform at their best. Not only will this help achieve the desired outcomes, but it will also establish trust and respect from the team. One great way to build relationships among team members is to organize team-building activities that help the entire crew collaborate toward achieving goals and getting to know each other better.
Relationship building includes listening skills, verbal communication skills, non-verbal communication skills, interpersonal skills, team-building skills, networking skills, emotional intelligence, and empathy. All of these elements contribute to creating an environment in which the team can effectively collaborate and achieve project goals. Team members must feel heard and understood, and connecting through one-on-one conversations, Zoom happy hours, and encouraging informal team chats or messaging during the workday are simple but crucial actions that project managers can implement to maintain team engagement and ensure consistent work.
Decision-Making and Organization
The ability to make quick and accurate decisions, supported by effective organization, is a key element of successful project management. In project management, there are always decisions that must be made, often quickly. Project managers must analyze the situation and make decisions that will positively affect the project outcome. This skill involves the ability to properly assess available options, evaluate risks and benefits associated with these options, and choose the best course of action.
Project managers use their decision-making skills to set expectations for the team, which makes the process more efficient. Some elements in the decision matrix that a project manager may consider are the types of decisions that can be made, who has decision-making authority in the team, and what process the team plans to use for decision-making. Good decision-making requires critical thinking, which is a skill that goes beyond the basics of project management. Critical thinking involves not agreeing with everything you hear but taking the time to understand the problem and conduct research that leads to an informed decision. A critical thinker is more likely to overcome the obstacles that every project must go through.
Organization is another key soft skill for project managers. A project manager is responsible for overseeing every part of the project, and as such, they greatly benefit from the organizational skills needed to effectively manage many small tasks. Organizational skills can also provide project managers with the tools necessary to ensure the team stays on course. Project managers can stay updated on the team’s progress by holding regular check-in meetings with the team and clearly communicating any expectations they have. Being organized is an essential part of holding team members accountable for their duties.
Summary: Integration of Soft Skills in Project Management Practice
The accumulated research evidence clearly indicates that project managers need both hard and soft skills to succeed, with soft skills playing an increasingly key role in distinguishing exceptional performers. As noted in recent literature: “In 2025, having just hard project management skills won’t be enough. You will need well-developed soft skills, as well as personal and professional traits.” The Harvard Business Review Manager’s Handbook reinforces this view, noting that success as a manager depends on skills such as influencing, managing emotional culture, hiring and retaining good people, motivating and developing team members, strategic thinking, making good decisions, and inspiring creativity.
A convincing argument against perceiving hard and soft skills as separate domains comes from research showing how these skill sets are practically intertwined. Most hard skills in project management cannot be implemented without simultaneously applying soft skills. For example, creating a Work Breakdown Structure (WBS), traditionally classified as a hard skill, requires the project manager to also use leadership, organizational, and negotiation skills to arrive at a mutually acceptable definition of scope. Similarly, in order to break down the WBS into a schedule with aligned resources, milestones, and dependencies, the project manager must negotiate the appropriate resources, apply problem-solving skills to resolve conflicts between scope, time, cost, and quality, and demonstrate strong leadership skills to guide team members.
McKinsey’s research reinforces this perspective, predicting that demand for social and emotional soft skills will increase by 30% by 2030. The importance of these findings is amplified by the changing nature of project work itself. Gartner’s research indicates that 44% of work is currently done using Agile methods, and 39% using product models, along with advances in technology, particularly generative artificial intelligence, automating tasks that were once critical to the role of the project manager. This evolution requires a stronger focus on unique human capabilities that cannot be easily automated.
As the project management profession continues to evolve in response to technological advancements and changing work models, evidence suggests that while hard skills remain essential, they are increasingly insufficient. The most effective project managers are those who develop and apply a comprehensive and balanced set of skills, recognizing that technical excellence serves as the foundation that must be complemented by exceptional interpersonal abilities. In 2025, in a work environment that is increasingly remote, digital, and collaboration-oriented, soft skills become not only desirable but essential for any project manager aspiring to achieve professional excellence.
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