Temperament and emotional intelligence in the case of sports managers

doi:10.35189/dpeskj.2021.60.2.9

Abstract

Emotional intelligence (EI) and temperamental characteristics are essential aspects for managers to develop human potential. A total of 50 sports managers (25 currently employed and 25 future sports managers) took part in the study, completing the Questionnaire for Self-Determination and Measurement of Emotional Intelligence, as well as the Temperament Self-Assessment Questionnaire, based on Jung’s typology (introversion, extraversion and four psychological functions: sensation-intuition and thinking-feeling). Through the t test for independent samples, we found significant differences between the two groups of participants, in the case of three factors of emotional intelligence but also in the overall score of EI. In other words, managers in sports organizations recognise and control significantly better their own emotions and mobilise their resources to a higher level to achieve a goal compared to future sports managers. At the same time, we highlighted significant differences in the case of extraverted sensing (ES) temperamental type. Experienced sports managers are more open, sociable and interpret information in a significantly different way compared to future sports managers. Specifically, managers in sports organizations rely significantly more, in the interpretation of information, on direct and concrete experiences, on the five senses (relating more strongly to external stimuli), and less on intuition (in which case, the interpretation of information occurs in the absence of concrete details). The findings of our study provide future sports managers with valuable information about emotional intelligence factors and temperamental characteristics specific to managers with experience in the field.

Highlights

Management and leadership are required to achieve organizational sport goals
The results obtained by current and future sports managers were investigated in terms of emotional intelligence (Table 1)
Managers in sports organizations rely significantly more, in the interpretation of information, on direct and concrete experiences, on the five senses, and less on intuition

Summary

Introduction

Management and leadership are required to achieve organizational sport goals. “Managers are often leaders, not all leaders are necessarily managers” (Ibrahim, 2016, p. 74). Sports organizations are defined as multicultural entities when customers or staff belong to various cultures (Girginov et al, 2006). It is very important for sports managers to develop appropriate cross-cultural skills (various cultures have different value orientations) in order to run marketing campaigns, international events or sponsorship deals. We mention an intermediate position (Vrooman, 2000) - sports managers jointly maximise both satisfaction and profit. While East European sport management largely means to ensure the planned functioning of the sport system as a whole (see Girginov et al, 2006), the important concerns of North Americans are related to providing services in the most cost-effective way (Soucie, 1994)

Objectives

Discussion

Conclusion