Emotional Intelligence Management Research Articles

Human Resource Management - Emotional Intelligence: Communication Effectiveness mediates the Relationship between Stress Management and Job Satisfaction

Stress management remains a key topic of concern among managers and employees worldwide. The most significant contribution of this research is the discovery the stress management related to communication effectiveness, and on the other hand, communication effectiveness related to job satisfaction within organizations of Iran. Communication effectiveness is a crucial factor for organization's performance and growth and plays an important role in stress management, and job satisfaction of today’s competitive organizations. According to literature on business area and logical arguments we proposed that communication effectiveness can moderators the link between stress management with job satisfaction. The respondents consist of 133 form educational administrations and Agriculture Bank of Iran. The method that used to maintain the stress management, communication effectiveness and job satisfaction is Kendall’s coefficient of concordance. Results indicate stress management of emotional intelligence has a positive relationship with communication effectiveness and also communication effectiveness plays a key role in job satisfaction.

Impact of Adoption of Yoga Way of Life on the Emotional Intelligence of Managers

Impact of Adoption of Yoga Way of Life on the Emotional Intelligence of Managers

Impact of adoption of yoga way of life on the emotional intelligence of managers

The popular perception that a high intelligence quotient (IQ) is not necessarily a good predictor of professional and personal success has led to a growing interest in understanding the role of emotional intelligence (EI) in improving the performance of business managers. This paper studies the impact of the yoga way of life on EI using data collected from 60 managers in a business enterprise and reports enhanced EI as a result of the practice of yoga. The results indicate the importance of yoga as an integral element in improving managerial performance in organisations and the need to further explore this construct in greater detail.

The Relation between Managers' Emotional Intelligence and the Organizational Climate They Create

The morale and emotional behavior of a manager has an important effect on organizational climate. Research shows that more than 70% of employees' perceptions of organizational climate result directly from a manager's morale and behavior, which stimulates employees' morale, emotions, and behaviors. The aim of this research is to study the relation between the emotional intelligence of managers and the organizational climate they create. Thirty managers were randomly selected as a sample, and the emotional intelligence of each manager and their organizational climates were measured by questionnaires using a 360-degree feedback approach. The managers' results were compared with those from another 140 supervisors, peers, and Regression analyses showed that there is a positive correlation between the emotional intelligence of managers and organizational climate. The results of the analyses also show that among emotional intelligence's factors, social awareness and self awareness have more influence on organizational climate, while among organizational climate factors, credibility is most influenced by managers' emotional intelligence.

The Impact of the Emotional Intelligence of Employees and Their Manager on the Job Performance of Employees

Previous research concerning the influences upon employee job performance reported from the perspective of personality and intelligence.After Mayer demonstrated both theoretically and empirically that emotional intelligence meets with the standards of intelligence,there have been some studies that tried to establish a relationship between emotional intelligence and job performance.The present paper will attempt to incorporate previous findings about emotional intelligence, but then go further to creatively explore the impact of emotional intelligence of employees and their manager on employees' job performance and how the manager's emotional intelligence affects an employee's job performance. 218 Managers and 640 employees from thirty manufacturing enterprises in China participated in the present study.The enterprises were mainly in Dongguan City,Tianjin City,and Chengdu City.218 managers completed questionnaires of their emotional intelligence(MEI) and evaluated one to three of their subordinates' task performance(TP) respectively.In addition,640 employees completed the questionnaires about their emotional intelligence(EEI),leader-member exchange(LMX) and their contextual performance(CP).Path analysis and Structural Equation Modeling were used for the data analysis. The results show a significant correlation between the employees' emotional intelligence and their manager's emotional intelligence and the employees' task and contextual performance.Correlations were: r=0.371( p0.01) for EEI with TP;r=0.615( p0.01) for EEI with CP;r=0.310( p0.01) for MEI with TP;and r=0.304( p0.01) for MEI with CP.Furthermore,Path analysis tested our hypothesis.Structural Equation Modeling suggests that leader-member exchange perceived by the employees partly plays a role as a mediator in the impact of emotional intelligence of manager on the task performance and contextual performance of their employees.Though through leader-member exchange perceived by the employees,the manager's emotional intelligence exerts a comparatively weak effect on task performance of the employees indirectly.The research supports the initial hypotheses. The result shows that LMX can partially mediate the relationship between managers' emotional intelligence and employees' job performance.The results indicate that employees' emotional intelligence can positively influence both their task performance and contextual performance.Furthermore,the results indicate that emotional intelligence improves social exchange,and also confirms other concepts as well.The research suggests to the leaders of companies that they should incorporate measures of emotional intelligence into the employee selection process;and also that they should provide their employees and managers with training that can enhance emotional intelligence levels.Finally,the study suggests that the companies promote the quality of the leader-member exchange in the interest of improving individual job performance and overall organizational performance.

The e-word in academic leadership: An investigation into the emotional intelligence of managers in a higher education institution

Higher education (HE) in South Africa - as elsewhere in the world - faces an unprecedented period of accelerating change and transformation. To respond effectively, higher education institutions will need academic leaders who can engage the institution and its staff in change and transformation processes. Given the increased recognition of the importance of emotional intelligence in the leadership literature, especially transformational leadership, the question arises whether managers in higher education have the emotional and social intelligence needed for their universities to survive in an increasingly competitive environment. To explore this question, the emotional intelligence profile of 140 managers in a higher education institution was studied. The results show an alarming gap between the current level of emotional intelligence and that which is required for effective leadership. The results accentuate the need for tailor-made development programmes that may help to improve the social and emotional intelligence of managers in higher education, thereby improving their effectiveness as leaders.

Relation of employee and manager emotional intelligence to job satisfaction and performance

This study examined the relationships among employees’ emotional intelligence, their manager’s emotional intelligence, employees’ job satisfaction, and performance for 187 food service employees from nine different locations of the same restaurant franchise. We predicted and found that employees’ emotional intelligence was positively associated with job satisfaction and performance. In addition, manager’s emotional intelligence had a more positive correlation with job satisfaction for employees with low emotional intelligence than for those with high emotional intelligence. These findings remain significant after controlling for personality factors. A similar pattern was found for job performance; however, the effect did not meet traditional standards of significance. Applied implications of the results are discussed.

The Emotional Intelligence of Managers: Assessing the Construct Validity of a Nonverbal Measure of “People Skills”

Researchers have long been interested in managerial socio-emotional competency —“people skills.” One problem has been that many such competencies are properly categorized as nonverbal in nature, yet researchers typically utilize paper and pencil, verbal, measures to assess these. The present research draws upon emerging literature on emotional intelligence, as well as upon psychological research on cross-cultural universals in the display and recognition of facial expressions of emotion, combining these streams of research to develop a nonverbal measure of skill at nonverbal communication—particularly, of the ability to recognize emotional expressions displayed by others. Applications to leadership, human relations skills, and communication in organizations are discussed.