The impact of emotional intelligence on behavioural factors during transition: A case of the Free State Technical and Vocational Education and Training colleges

Sarone D Motlhanke,Matsidiso N Naong

doi:10.4102/sajhrm.v19i0.1641

Abstract

Orientation: Numerous changes at the Technical and Vocational Education and Training (TVET) requires some degree of emotional intelligence (EI) to achieve any level of efficiency, competitiveness and success.Research purpose: The primary purpose of this research is to empirically contribute to a comprehension of how a leader’s EI can be utilised to positively influence organisational behaviours during the transitional period.Design/methodology/approach: The study adopted a positivist research approach, that is descriptive in nature. A survey was conducted by providing a structured questionnaire to a sample of 310 academics and support staff of the TVET college sector in the Free State Province of South Africa. Data analysis was based on a total of 188 questionnaires collected, giving a return rate of 61%. The structural equation modelling (SEM) analysis and interpretation was conducted using a component-based approach to establish the correlation between the items.Main Findings: The SEM findings revealed that EI of Free State TVET college managers significantly affects all the dependent variables namely, organisational work commitment, employee job satisfaction, task-oriented behaviour, teamwork except staff morale. Emotional intelligence reflects a reasonable power of predictability toward all other variables except staff morale of the respondents.Practical/managerial implications: To ensure sustained exceptional performance, recruitment strategy for managers must deliberately incorporate EI measurements at TVET colleges.Contribution/value add: The study demonstrates empirical proof of the positive impact of a leader’s EI on organisational behaviours, thereby confirming that EI is an enabler of organisational work commitment, job satisfaction, task-oriented behaviour, teamwork, but not staff morale.

Highlights

Meaning that when emotional intelligence (EI) improves by 1 standard deviation, there are 95% chances that Employee’s perceived organisational commitment goes up by 27.6% of its own standard deviation
Meaning that when EI improves by 1 standard deviation, there are 95% chances that Employee’s job satisfaction goes up by 22.6% of its own standard deviation
Meaning that when EI improves by 1 standard deviation, there are 95% chances that Enhancement of teamwork goes up by 21.9% of its own standard deviation

Summary

Introduction

They comprehend that efficiency and productivity are a pipe dream if the heads, hearts and hands of every staff member are not on deck. To realise this goal, leaders and managers are critical for motivation and inspiration of the subordinates. High staff morale or work motivation is a function of a leader’s EI. Because workers need adequately equipped leaders to lead change and meaningfully influence followers towards accomplishment of organisational goals. A manager or leader’s influence, empathy and inspiration collectively act as a catalyst for getting the best out of each employee

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