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The study involves 300 employees in Spain’s outsourcing sector and uses a 32-variable questionnaire to assess eight emotional competencies. 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Competencies are measured before and after the programme using a questionnaire with 32 variables covering eight emotional competencies.",{"name":70,"@type":61,"acceptedAnswer":71},"What did the results show after the training?",{"text":72,"@type":64},"After the training, most competencies improved. The study also detected a need to promote improvement in the working environment, identified as a limitation and motivation for further research.","https://schema.org",{"og:url":32,"og:type":75,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":77,"canonical":32},"index,follow",{"doc_id":79,"site_id":7},241056,1791645251,{"code":4,"msg":82,"data":83},"success",[84,87,92,97,102,107,112,117,122],{"id":55,"doc_module":22,"doc_module_name":25,"category_name":29,"show_sort_weight":85,"slug":86},90,"presentations",{"id":88,"doc_module":22,"doc_module_name":25,"category_name":89,"show_sort_weight":90,"slug":91},12,"Resumes",80,"resumes",{"id":93,"doc_module":22,"doc_module_name":25,"category_name":94,"show_sort_weight":95,"slug":96},14,"Invoices",70,"invoices",{"id":98,"doc_module":22,"doc_module_name":25,"category_name":99,"show_sort_weight":100,"slug":101},15,"Posters",60,"posters",{"id":103,"doc_module":22,"doc_module_name":25,"category_name":104,"show_sort_weight":105,"slug":106},16,"Social Media",50,"social-media",{"id":108,"doc_module":22,"doc_module_name":25,"category_name":109,"show_sort_weight":110,"slug":111},17,"Forms",40,"forms",{"id":113,"doc_module":22,"doc_module_name":25,"category_name":114,"show_sort_weight":115,"slug":116},18,"Letters",30,"letters",{"id":118,"doc_module":22,"doc_module_name":25,"category_name":119,"show_sort_weight":120,"slug":121},21,"Paper Templates",5,"papers-templates",{"id":123,"doc_module":22,"doc_module_name":25,"category_name":124,"show_sort_weight":4,"slug":125},158,"General","general-158",{"code":4,"msg":82,"data":127},{"doc_id":79,"user_id":128,"nickname":42,"user_avatar":129,"doc_module":22,"category_id":55,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":130,"file_id":131,"file_url":132,"file_type":133,"file_size":134,"view_count":55,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":135,"language":136,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":12,"update_tm":140,"read_time":141},687208528416,"https://ap-avatar.wpscdn.com/davatar_9964176cb1d06d4a9deccf72a44ae3dc","Agile methodologies and emotional intelligence: An innovative approach to  \nteam management  \nAlba YelaAránega-Raúl Castaño UrueñaRafael Castaño Sánchez-Clara Gonzalo Montesinos  \nAbstract  \nThis paper integrates agile methodologies in organisations and relates them to emotional intelligence. Through a programme consisting of ten sessions, the Kanban method is used to develop emotional competencies. The programme is developed, and the competencies that make up emotional intelligence, previously defined in a dictionary of competencies, are measured. Through the programme, the methodology is applied to a total of 300 employees of a leading company in the outsourcing sector in Spain. There is a control group that has not undergone the proposed programme in order to compare the effectiveness of the training with those workers who have undergone it. A questionnaire composed of 32 variables was designed to measure eight emotional competencies that make up emotional intelligence, in order to ascertain the level of success acquired by the employee, before and after the programme. The results obtained show that, after the training, not only have most of the competencies improved, but also the need to promote an improvement in the working environment has been detected, which is one of the limitations found in this study. This opens the door to further research on the specific benefits of the application of agile methodologies and continuous improvement in the dimensions of emotional intelligence.  \nKeywords: Agile methodology, Kanban, outsourcing, competences, emotional intelligence  \nJEL Classification: M12, M53, M54, O36  \nArticle history: Received: June2023; Accepted: September 2023; Published: October 2023  \n1 INTRODUCTION  \nUntil recently, the market had not been forced to implement major changes in new ways of working and in the definition of business strategies. To date, the same pattern had been followed as in previous decades. Organisations did not promote changes in their products; only superficial and basic changes were made, where they only sought to increase revenues, reduce costs, create new price catalogues, and where the evolution was predictable. However, the technological disruption generated in recent decades has marked a change (Ritzer, 2015) . Customers, both internal and external, have taken over the core of organisations and decision making.  \nAbove all, this new approach has enabled small and medium-sized enterprises (SMEs) to consider competing with large organisations. This disruption has caused customers to constantly change their needs, and companies are forced to change their paradigms and ways of working (Maciaszczyk & Kocot, 2021. People are starting to be put at the centre of organisations, and new methods are being promoted to be implemented in work procedures. Managers, personnel in charge of organisations, and researchers are beginning to pay special attention to soft competences (Caruso & Rees, 2018) . Technical knowledge is no longer so important, but rather the ability to react and adapt, tolerance to frustration, and interpersonal  \nrelations, among others, stand out. In other words, emotional intelligence (EQ), a term coined by Daniel Goleman in 1995, is beginning to gain importance. Goleman focused on 5 dimensions: self-awareness, self-management and self-control, empathy, motivation and social skills. Various competencies related to leadership, accurate self-assessment, initiative, catalyst for change, positivism, cooperation, teamwork, etc (Goleman, 1995) . Mayer et al. (1999) stated that, in order to develop intelligence, a number of standard criteria must be met. The first of these is that it can be measured, through the application of a questionnaire; secondly, the competencies to be measured must be correlated and meaningful; finally, the competencies that make up intelligence must be able to develop and mature over time. Therefore, the competencies that make up intelligence must be able to","cbCaij3Cxd1S5PdN","https://ap.wps.com/l/cbCaij3Cxd1S5PdN","pdf",530365,20,"English","# Abstract\n# Introduction\n## Agile methodologies and organisational change\n## Emotional intelligence and competency development\n## Kanban methodology and implementation hypotheses","[{\"question\":\"What relationship does the study examine between agile methodologies and emotional intelligence?\",\"answer\":\"The study integrates agile methodologies into organisations and links their use to the development of emotional competencies that constitute emotional intelligence.\"},{\"question\":\"How is emotional intelligence development implemented and measured in the programme?\",\"answer\":\"A ten-session programme uses the Kanban method to develop emotional competencies. Competencies are measured before and after the programme using a questionnaire with 32 variables covering eight emotional competencies.\"},{\"question\":\"What did the results show after the training?\",\"answer\":\"After the training, most competencies improved. The study also detected a need to promote improvement in the working environment, identified as a limitation and motivation for further research.\"}]","Agile methodologies and emotional intelligence - An innovative approach to team management | PDF",1789169732,7]