According to the PBA Guide, one of the competencies for business analysis is emotional intelligence, which is the ability to perceive, understand, and manage one’s own and others’ emotions1. A servant leader is someone who focuses on the needs and development of others, rather than on their own authority or power2. Applying emotional intelligence to leverage this situation to benefit the project would involve recognizing the team member’s frustration, acknowledging their achievement, and encouraging them to share their knowledge with the rest of the team. Asking the team member to use their recently acquired knowledge to develop and provide training to the team is an example of this approach, as it would foster collaboration, learning, and trust among the team members. Requesting budget to reward the team member (choice A) may not be feasible or effective, as it may create resentment or competition among the team members. Promoting the team member to product owner (choice B) may not be appropriate or relevant, as it may not match the team member’s skills, interests, or responsibilities. Providing an incentive to team members who begin using the new tool on this project (choice C) may not be sufficient or sustainable, as it may not address the root cause of the team’s reluctance or lack of knowledge. References:

1: PBA Guide, Chapter 3, Section 3.2.1 Emotional Intelligence

2: PMP Exam Content Outline, Domain II: People, Task 9: Support team development and team members through feedback and recognition.