The term soft skills is traditionally used to describe interpersonal and subjective skills such as leadership, communication, and emotional intelligence. This paper addresses a further explanation of soft skills, their relation to project management, project management education, and the highlighted differences between a transactional leader and a transformational leader. Project management has often been defined as the making of schedules/tasks; but more importantly providing the inspiration, motivation, and facilitator of great minds to produce innovative ideas. Because of the sheer necessity for human interaction within the project management profession, soft skills are of crucial concern. Although mastering soft skills is a heavily weighted aspect of the profession, the current education of project managers is lacking the proper emphasis on soft skills. A further case study will be analyzed comparing three project managers and their skill sets based on objective and subjective evaluations of their hard and soft skills. Hypothesizing that the soft skills of the project managers will rate significantly higher than the objective evaluations of their hard skills. Proving that the currently education of only hard skills is not sufficient for successful project managers
