Abstract
Orientation: This study contributes to an in-depth understanding of emotional intelligence (EI) in women leaders in Higher Education Institutions (HEIs) in South Africa from an inside perspective. Research purpose: The purpose of this study is to explore EI in South African women leaders working in HEIs to identify women leader’s strengths, foci and their possible areas of development. The aim is to get deeper insights in EI in women leaders because EI is associated with effective leadership qualities, creativity and innovation, as well as empathetic communication which is needed in the challenging HEI workplaces. Motivation for the study: Emotional intelligence is an important source for women leaders to increase leadership qualities. This study is motivated by a deep interest to explore aspects of EI in women leaders in this specific professional context. Research design, approach and method: The study uses a qualitative research design and an approach based on Dilthey’s modern hermeneutics of ‘Verstehen’ (understanding). Twenty-three women leaders of the Higher Education Research Service (HERS-SA) network were interviewed through semi-structured interviews. One researcher observed behaviour in one HEI to support the interpretation of the data. Data were analysed through content analysis. Main findings: Findings show that women leaders mainly refer to intrapersonal emotional quotient (EQ), followed by interpersonal EQ, adaptability, stress management and, finally, general mood. The most highly rated components of EQ are self-regard, followed by interpersonal relationships, problem solving, empathy, emotional self-awareness, assertiveness, impulse control and social responsibility. Findings also provide ideas on what EQ components can be further developed. Practical/managerial implications: New insights are provided on what components of EI should be developed in women leaders to increase overall EI, on cognitive and behavioural levels. Contribution/value-add: This research provides new and original context-specific insights on EI in HEIs in South Africa, which can be used as a basis for future research on women leaders while providing a knowledge base for contemporary training of EI in HEIs.
Highlights
South African leaders and organisations are riddled by challenges of the post-apartheid era, such as radical changes in equity legislation, a call for a more gender-balanced and culturally diverse work force, as well as the need to stay globally competitive (Mayer, 2011; Oosthuizen & Naidoo, 2010)
Singh (2010) argues that organisations can enhance Emotional intelligence (EI) in women leaders by improving their competencies, namely, people success, system success and self-success. This can be done through training programmes to improve EI in women leaders (Grant, 2007), and emotional quotient (EQ) has been suggested as a recruitment tool for the South African organisational context (Jonker, 2009) because EI contributes to effective leadership (Chaudhry & Saif, 2012)
The purpose of this study is to explore and understand EI in South African women leaders working in Higher Education Institutions (HEIs), aiming at new insights into EI from an emic women leadership perspective
Summary
South African leaders and organisations are riddled by challenges of the post-apartheid era, such as radical changes in equity legislation, a call for a more gender-balanced and culturally diverse work force, as well as the need to stay globally competitive (Mayer, 2011; Oosthuizen & Naidoo, 2010). 2016; Pillay, Viviers & Mayer, 2013), in the self-development of women It occurs on the micro-level in observed and measured increases in the productivity, building positive relations and gaining emotional commitment from human capital. Singh (2010) argues that organisations can enhance EI in women leaders by improving their competencies, namely, people success, system success and self-success. This can be done through training programmes to improve EI in women leaders (Grant, 2007), and EQ has been suggested as a recruitment tool for the South African organisational context (Jonker, 2009) because EI contributes to effective leadership (Chaudhry & Saif, 2012)
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
