Who is this research for? Software development leaders, engineering managers, CIOs, technology executives, and professionals responsible for improving collaboration, knowledge sharing, and team performance.
Top Answer
Not all emotional intelligence skills appear to contribute equally to software team success. Research suggests that self-awareness and the ability to positively influence other people's emotions may have the greatest impact on knowledge sharing and team performance. Surprisingly, this study found that managing one's own emotions did not appear to improve team performance or knowledge sharing. Instead, software teams seemed to benefit most when team members could create positive emotional environments that encouraged collaboration, communication, and the exchange of knowledge.
Executive Summary
Successful software teams must constantly collaborate, solve problems, share expertise, and adapt to changing requirements. When communication breaks down or knowledge remains siloed, project performance can suffer. New research from Dr. Rajiv Sabherwal (Department of Information Systems, Sam M. Walton College of Business) and Dr. Mary M. Dunaway (Morgan State University) explores how emotional intelligence influences knowledge sharing and performance within software development teams.
The researchers examined software development professionals working in large U.S. organizations and investigated four distinct emotional intelligence capabilities: awareness of one's own emotions, management of one's own emotions, awareness of others' emotions, and management of others' emotions. Rather than treating emotional intelligence as a single skill, the study explored how each capability contributes to team outcomes.
The ability to positively influence and manage the emotions of others emerged as one of the strongest contributors to both knowledge sharing and team performance. Team members who can encourage colleagues, build positive interactions, and help others navigate challenges may create environments where information flows more freely and collaboration becomes more effective.
Several findings challenged conventional assumptions. Managing one's own emotions did not appear to significantly improve knowledge sharing or team performance. In addition, awareness of others' emotions showed an unexpected negative relationship with knowledge sharing, suggesting that recognizing emotions alone may not automatically improve collaboration.
For software and technology leaders, the research highlights an important distinction. Emotional intelligence development efforts often emphasize self-management, but these findings suggest leaders may generate greater value by strengthening skills that help teams collaborate, communicate openly, and share knowledge more effectively.
Expert Insights: What should leaders know about emotional intelligence in software teams?
What is the impact of this research for technology leaders looking to develop managers and build software teams?
Dr. Rajiv Sabherwal notes: “Stop buying generic emotional intelligence training and get specific: the two skills that mattered in our data were recognizing your own emotions and steadying other people’s. Hire and promote for those two, using a validated instrument and a short emotionally charged simulation rather than a gut read.”
→ Takeaway: Focus leadership development on the emotional intelligence skills that most directly support collaboration and software team performance.
How can leaders create team environments that encourage knowledge sharing?
Dr. Rajiv Sabherwal adds: “Most of what works is small and fits into meetings you already hold — open with a quick check on how people are doing, and spend a few minutes reviewing how a tense exchange was handled, not just what got delivered. Then give people real practice, through role-play and coaching, in responding when a colleague is frustrated.”
→ Takeaway: Small, intentional changes to everyday team interactions can build trust and encourage more open knowledge sharing.
Why might self-awareness be more valuable than emotional self-control in collaborative work?
Dr. Rajiv Sabherwal explains: “Self-awareness is the easier skill to build and the one that pays off: short exercises that help people name what they are feeling, a few minutes of reflection after a demanding stretch of work, and feedback that shows them how their reactions actually land. On the other hand, software developers concerned about managing their own emotions do not seem to prioritize knowledge sharing or team performance.”
→ Takeaway: Helping team members better understand their own emotional responses may strengthen collaboration more than emphasizing emotional self-control alone.
What can software organizations do to strengthen collaboration during high-pressure projects?
Dr. Rajiv Sabherwal notes: “Collaboration in software fails in specific places when a deadline tightens — the disagreement nobody settles, the code review that turns personal, the developer who sees the problem and says nothing. Train people to manage those moments, and make it clear that raising a hard point is part of the job.”
→ Takeaway: Prepare teams to navigate difficult conversations under pressure before they become barriers to collaboration and project success.
Link to the Original Research
Published in Information & Management (2026)
Frequently Asked Questions
Why is emotional intelligence important for a software development team?
Emotional intelligence refers to the ability to recognize, understand, and manage emotions in yourself and others. Within software development teams, emotional intelligence can influence how people communicate, collaborate, resolve disagreements, and respond to challenges. While technical expertise remains essential, software projects often require extensive teamwork and coordination. Emotional intelligence may help team members build stronger working relationships, communicate more effectively, and contribute to a more productive team environment.
Why is knowledge sharing important in software teams?
Software development relies on the exchange of expertise, information, and problem-solving insights. Team members often possess specialized knowledge that others need to complete tasks, resolve issues, or make informed decisions. When knowledge is shared effectively, teams can reduce duplication of effort, solve problems faster, and adapt more quickly to changing requirements. Poor knowledge sharing can create bottlenecks, increase project risk, and limit a team's ability to perform effectively.
Which emotional intelligence skills have the biggest impact on software team performance?
This research suggests that two capabilities may be particularly important: awareness of one's own emotions and the ability to positively influence the emotions of others. Team members who understand their own emotional reactions may communicate more effectively and contribute more constructively during collaboration. The ability to encourage, support, and motivate colleagues appears especially important because it can strengthen knowledge sharing and create conditions that support stronger team performance.
Why might managing others' emotions matter more than managing your own?
One of the study's most surprising findings is that the ability to positively influence other people's emotions appeared more important for knowledge sharing and team performance than managing one's own emotions. This may be because software development is highly collaborative. Leaders and team members who help create positive interactions and support colleagues may make it easier for knowledge to flow across the team.
