Recently Kathy Smith, a project manager for a large industrial construction organization, was assigned to oversee a multimillion-dollar chemical plant construc- tion project in Southeast Asia. Kathy had earned this assignment after completing several smaller construc- tion assignments in North America over the past three years. This was her first overseas assignment and she was eager to make a good impression, particularly given the size and scope of the project. Successfully complet- ing this project would increase her visibility within the organization dramatically and earmark her as a candi- date for upper management. Kathy had good project management skills; in particular, she was organized and highly self-motivated. Team members at her last two project assignments used to joke that just trying to keep up with her was a full-time job. Kathy wasted no time settling in to oversee the development of the chemical plant. Operating under her normal work approach, Kathy routinely required her staff and the senior members of the project team to work long hours, ignoring weekend breaks if impor- tant milestones were coming up, and generally adopt- ing a round the-clock work approach for the project. Unfortunately, in expecting her team-made up of local residents to change their work habits to accom- modate her expectations, Kathy completely misread the individuals on her team. They bitterly resented her overbearing style, unwillingness to consult them on key questions, and aloof nature. Rather than directly confront her however, team members began a cam- paign of passive resistance to her leadership. They would purposely drag their feet on important assign- ments or cite insurmountable problems when none in fact existed. Kathy's standard response was to push herself and her project team harder, barraging sub- ordinates with increasingly urgent communications demanding faster performance. To her bewilderment, nothing seemed to work. The project quickly became bogged down due to poor team performance and ended up costing the project organization large penalties for late delivery. Although Kathy had many traits that worked in her favor, she was seriously lacking in the ability to recog- nize the feelings and expectations of others and take them into consideration. Questions 1. Discuss how Kathy lacked sufficient emotional intelligence to be effective in her new project man- ager assignment. 2. Of the various dimensions of emotional intelli- gence, which dimension(s) did she appear to lack most? What evidence can you cite to support this contention