Content uploaded by Hasan Ali Al-Zu'bi
Author content
All content in this area was uploaded by Hasan Ali Al-Zu'bi on Mar 08, 2015
Content may be subject to copyright.
ISSN: 2306-9007 Hassan (2015)
96
I
www.irmbrjournal.com March 2015
International Review of Management and Business Research Vol. 4 Issue.1
R
M
B
R
The Impact of Emotional Intelligence on Leadership
Competencies Development of Employees
HASAN ALI AL-ZU’BI
Professor, Department of Business Administration
Applied Science Private University, Amman, Jordan
P.O. Box 922717Amman, 11192 Jordan
E-mail: zubi1963@yahoo.com
Abstract
This study aims to investigate the impact of Emotional Intelligence on the leadership competencies
development of employees within Jordanian industrial companies listed at the Amman Stock Exchange. The
study population consists of employees working at these companies. A simple random sampling technique
was used to select the respondents surveyed with a total of 154 questionnaires administered to the chosen
respondents. Statistical tools were used to test the hypothesis. The findings of this study indicate that there
is a significant positive impact of emotional intelligence (self-awareness, self-regulation, motivation,
empathy, and social skill) on leadership competencies development; the study also shows that the most
influential dimensions of emotional intelligence is motivation.
Key Words: Emotional Intelligence, Development, Leadership Competencies, Employees, Jordan.
Introduction
The emotional intelligence of modern concepts that have a clear impact and is important in the life of every
person and his way of thinking, relationships and emotions, cooperation exists between feeling and thought,
or between the mind and heart highlights the role of emotion in the influential thinking, both in making
wise decisions, or in giving us the opportunity to think clearly, this has a major impact in improving the
performance and solve problems and increase productivity at the level of individuals and institutions.
Due to the need for organizations to increase the pace of learning, and to be able to keep pace with the
dramatic changes in contemporary business environment, they need more openness and receive new ideas
and concepts, as they need to invent new goods and services and methods, and to train workers and
encourage them to initiative and innovation in the important of their business.
Because the quality and excellence is one of the pillars that contribute to improving the performance of
organizations, and plays a pivotal role in the promotion of values, beliefs and behaviors of employees and
in order to move towards the application of quality principles, and given the large role that emotional
intelligence in the development leadership competencies as illustrated by a study (Sadr, 2012) on the one
hand.
On the other hand, the findings of the study (Peter, 2013) that emotional intelligence is a critical factor in
leadership performance. Therefore notes that emotional intelligence impact in improving the leadership
competencies. Therefore it has become necessary to study the potential impact of emotional intelligence in
the development of leadership competencies for employees.
ISSN: 2306-9007 Hassan (2015)
97
I
www.irmbrjournal.com March 2015
International Review of Management and Business Research Vol. 4 Issue.1
R
M
B
R
Literature Review
Emotional Intelligence
Meyer and Salovi in 1990 used the concept of emotional intelligence to describe the emotional
characteristics of individuals to achieve success and these emotional characteristics include empathy, and
control conflicts, and to achieve the love of others, perseverance and compassion, and express their
feelings, and independence, and adaptability, and problem-solving among the people, and the affection and
respect, and it was the use of this concept, which in turn began to spread after the first among those
interested. Knew (Abraham, 2000) emotional intelligence as a set of skills that are attributable to the
accuracy of estimating and correcting feelings of self-discovery and emotional features of the others, and
use it for motivation and achievement in the life of the individual. He (Furnham, 2003) to emotional
intelligence as the ability to perceive, understand and address the emotions and regulate emotions so that
the individual can affect the feelings of others.
And Shapiro (1997) that emotional intelligence is a set of elements of social intelligence include the ability
to do the individual to control his emotions and feelings of others is discrimination among them, and use
this information to guide his thinking and his work and his actions.
The Emotional Intelligence concept of modern talk, but found him a clear impact on the course of the
conduct of human life, an important influence on his way of thinking and relationships and emotions, there
is a common denominator between emotions and thinking, between the mind and the heart, and there is
cooperation among themselves to provide the opportunity for everyone to make the right decisions and
thinking properly. A person who is suffering from an emotional disorder or lack of emotional equilibrium
cannot control his emotions or control Panevaalath even if a high level of intelligence.
Dulewicz & Higgs (2004) Found that individuals with high emotional intelligence more successful in their
careers and the highest performer functionally and feeling the pressure of work. Leadership skills and have
the highest (Slaski& Cartwright, 2002). And have the ability to achieve a balance between work
requirements (Higgs & Rowland, 2002). And facilitating organizational change to better operations (Vakola
et al., 2004), and increases the performance of work teams (Jordan et al., 2002).
Leadership Competencies
Development in the contents of management thought has led to an increase in the attention of many
researchers and writers competencies, including. Confirmed (Poulfelt, et al, 2009) competencies that can
direct them and follow them through a competitive construction apart from the new activities of business
organizations. In 1992, researcher Quinn stressed that the owners of the wisdom of the managers of
organizations seeking to predict the variables in the market to support the client's requirements and build
competencies that constitute crucial competitive limits.
And that there are features specific to competencies of particular importance in building the organization is
(Pehrsson, 2004):
- Rarely made up of narrow skills, or the efforts of a single department, they are often a bunch of skills and
knowledge of how to Know - How, or as some call acumen, resulting from the harmonious efforts
through the synergistic action of groups and functions of departments that perform complementary
activities in various series sites value in the organization.
- Typically lies in harmonious to the various groups and sections of the work efforts, the supervisors and
department heads cannot expect to see the overall construction and establishment, by virtue of the
specific responsibilities, as the responsibility of top management.
ISSN: 2306-9007 Hassan (2015)
98
I
www.irmbrjournal.com March 2015
International Review of Management and Business Research Vol. 4 Issue.1
R
M
B
R
- Difficult to predict the quality of the competencies required for the success of the competitive future,
because the customer needs and changing market conditions unexpectedly often.
Although the concept of competencies is one of the relatively modern concepts in the field of human
resources, competencies become a president, who is based upon attracting human resources operations
hub, as well as they constitute the core of any ambitious strategy to improve and develop the
performance of the human element (Hussein, 2006).
Occupied the subject of leadership competencies and surrounded by the dimensions of the utmost
importance in the literature of business management, so as they have a major impact on workers and
organizations in general (Rawashda, 2012).
And its impact on the present organization and its future, and its ability to formulate flexible organizations
organizational culture through its holdings of guidance and motivation and contain critical situations
authority, and holdings of values, skills and methods and administrative capabilities allow them to leave
their mark on the organization, wording of the future direction of any organization depends on the
foundation element of leadership, as the leader of the appropriate style and distinctiveness competencies
quality and characteristics that qualify for a particular leader's behavior affect the formulation of visions of
the future of the organization, and in the pattern formation of a flexible organizational culture and support
of developmental processes in the organization (Al-Zahrani, 2009). Which necessitated the need to prepare
and create leaders able to exercise difficult and unfamiliar with strategic thinking roles of forward-looking
combine's absorption conscious of the theory and the possibility of the application, in fact, eventually
leading to the construction of a distinct organizational culture and achieve the organization's performance is
impressive (Al-Qudah.2006).
Problem of the Study
Based, to the findings of the study of each of (Sadr, 2012) that emotional intelligence plays a big role in the
development of leadership in addition to the findings of the study (Peter, 2013) that emotional intelligence
is a critical factor in leadership performance. Given the requirements of the business of providing
organizations with a prestigious reputation of professional experience, in addition to the competencies
enjoyed by the existing leaders to manage these organizations. It can represent the current study the
problem by raising the following question:
"What is the impact of emotional intelligence (self-awareness; self-regulation; motivation; empathy, and
social skill) in the of leadership competencies development (change leadership; acumen; results orientation;
alliances building; and the leadership of individuals) for workers?
The Objectives of the Study
The current study is primarily designed to demonstrate the impact of emotional intelligence on the of
leadership competencies development of employees, by achieving the following objectives:
1. Determine the impact of emotional intelligence in the development of leadership change for employees.
2. Statement of the impact of emotional intelligence in the development of business acumen for employees.
3. Identify the impact of emotional intelligence in the development of results-oriented for employees.
4. Statement of the impact of emotional intelligence in the development of building coalitions for
employees.
5. Identify the impact of emotional intelligence in the development of the leadership of individuals for
employees.
ISSN: 2306-9007 Hassan (2015)
99
I
www.irmbrjournal.com March 2015
International Review of Management and Business Research Vol. 4 Issue.1
R
M
B
R
Suggested Model
For the purposes of addressing the problem of the study and investigation of objectives, it has been building
a hypothetical model presented by (Figure 1), which includes two variables, is the first independent
dimensions of emotional intelligence, and the second is the dependent leadership competencies
development.
Figure 1: Research Model
Research Hypotheses
Main hypothesis:
Ho-1: There is no statistically significant effect of the dimensions of emotional intelligence (self-awareness,
self-regulation, motivation, empathy, and social skill) on the development of leadership competencies for
employees.
And which is derived the following sub-hypotheses:
Ho1-1: There is no statistically significant effect of the self-awareness on the development of leadership
competencies for employees.
Ho1-2: There is no statistically significant effect of the self-regulation on the development of leadership
competencies for employees.
Ho1-3: There is no statistically significant effect of the motivation on the development of leadership
competencies for employees.
Ho1-4: There is no statistically significant effect of the empathy on the development of leadership
competencies for employees.
Ho1-5: There is no statistically significant effect of the social skill 0n the development of leadership
competencies for employees.
Self-awareness
Emotional Intelligence
Self-regulation
Social skill
Motivation
Empathy
Leadership Competencies
Development
Leadership of individuals
Alliances building
Results orientation
Acumen
Change leadership
ISSN: 2306-9007 Hassan (2015)
100
I
www.irmbrjournal.com March 2015
International Review of Management and Business Research Vol. 4 Issue.1
R
M
B
R
Methodology
The study Population and Sample
The study population of Jordanian industrial companies listed on the Amman Stock Exchange, of (89)
consists Company. Has been selected intentional sample of (22) companies, this number represents (25%)
of the total population of the study companies. Has been selected these companies based on the older age to
suit the purposes of the study. Number of distributed questionnaires was reached (165) questionnaires were
retrieved (158) questionnaires, and there was (4) incomplete questionnaires. Based on that, the number of
questionnaires that have been analyzed (154) questionnaire, which they representing (93%) of the total
sample, a percentage is enough to disseminate the results of the study.
Shown in Table (1) some of the characteristics of the study sample, where the number of males (122) and
represent the percentage of (79%) of the sample size of the study. While the total number of females (32)
and by (21%). In terms of the distribution of respondents by age group, it was the age group that lies
between (41-50 years old) are the most likely age group, where the number of those who fall within this
age category (56) and individuals representing the percentage of (36%) of the sample size.
The category was less (51 years and above), the number of individuals reached in this category (22)
individuals representing the percentage of (14%) of the sample size. The distribution of the sample
according to qualification, the number of individuals who hold a bachelor's degree was their majority in the
study sample, where numbered (111) and individuals representing the percentage of (72%) of the sample
size. Regarding the distribution of the sample according to length of service in the company, the number of
individuals who have reached a period of service (6-10 years) are the most likely category, where numbered
(45) individuals, representing the percentage of (29%) of the sample size.
Table 1.Demographic characteristics of the study sample (n=154)
Demographic characteristics
Frequencies
Percentage
Gender
Male
122
79
Female
32
21
Total
154
100
Age
Less than 30 years
35
23
31-40 years
41
27
41-50 years
56
36
51 years and over
22
14
Total
154
100
Qualifications
Diploma or less
23
15
Bachelor
111
72
Master
16
10
Doctorate
4
3
Total
154
100
Years of Experience
5 years or less
29
19
6-10 years
45
29
11-15 years
20
13
16-20 years
37
24
21 years and over
23
15
Total
154
100
ISSN: 2306-9007 Hassan (2015)
101
I
www.irmbrjournal.com March 2015
International Review of Management and Business Research Vol. 4 Issue.1
R
M
B
R
Instrument validity and Reliability
Instrument validity
The content validity of the questionnaire was determined by a panel of experts in the fields of, Emotional
Intelligence and Leadership Competencies development.
Instrument Reliability
The reliability of the survey instrument was assessed through Cronbach’s coefficient alpha (a). Reliability
from our sample showed a reasonable level of reliability (α>0.70) (Sekran, 2006), See Table 2.
Table 2. Reliability Analysis
Variables
Coefficient Alpha
Leadership Competencies
0.82
Self-awareness
0.76
Self-regulation
0.81
Motivation
0.78
Empathy
0.80
Social skill
0.87
Results and Discussion
The results of this study show that the impact of Self-awareness on the development leadership
competencies is significant. The multiple regression result shows altruism has beta= 0.471, t-value =3.796,
p-value= 0.000. The results prove that, the null hypothesis that there is no significant effect of Self-
awareness on the development leadership competencies can be rejected.
The results of this study show that there is an impact of the Self-regulation on the development leadership
competencies. The regression result (beta=0.493, t-value=2.239, p-value= 0.001) indicates that the impact
of Self-regulation on the development leadership competencies is significant at (0.05) level (p= 0.001).
The result shows that there is a positive direction between the two constructs. Accordingly, the hypothesis
is rejected 1 – 2. Table 3. Regression Results
Variables
Beta
t-value
p-value
Self-awareness
0.471
3.796
0.000
Self-regulation
0.493
2.239
0.001
Motivation
1.016
5.637
0.000
Empathy
0.393
5.059
0.000
Social Skill
1.109
2.491
0.012
Motivation dimension is an important dimension that has a positive impact on development leadership
competencies. Referring to Table 3, the 1-3hypotheses tested the no significant impact motivation on
development leadership competencies. The regression result (beta=1.016, t-value= 5.637, p-value= 0.000)
indicates that the impact of motivation on development leadership competencies is significant at .01 level
(p= .000). In term of direction, the result shows that there is a positive direction between the two constructs.
The results of this study show that the impact empathy on the development leadership competencies is
significant at 0.01 levels. The multiple regression result shows empathy has beta= 0. 0.393; p-value= 5.059
(p= 0.000). The results prove that, the null hypothesis that there is no significant impact of impact empathy
on the development leadership competencies can be rejected.
ISSN: 2306-9007 Hassan (2015)
102
I
www.irmbrjournal.com March 2015
International Review of Management and Business Research Vol. 4 Issue.1
R
M
B
R
Results of this study show that there is an impact of the social skill on the development leadership
competencies. The regression result (beta=1.109, t-value= 2.491, p-value= 0.012) indicates that the impact
of social skill on the development leadership competencies is significant at (0.05) level (p= 0.024). The
result shows that there is a positive direction between the two constructs. Accordingly, the hypothesis is
rejected 1- 5.
From the above results, we can say that the objectives of the study have been achieved, the results indicate
that there is a good level of emotional intelligence in companies that the Jordanian industrial companies.
And became clear that all the dimensions of emotional intelligence had a positive impact in achieving the
development leadership competencies of employees. See table 3 above.
Acknowledgement
The author is grateful to the Applied Science Private University, Amman, Jordan, for the full financial
support granted to this research project (Grant No.DRGS-2014-2015-59).
References
Abraham, R, (2000). The Role of job control as moderator of emotional dissonance and emotional
Intelligence-outcome relationships. Journal of Psychology, 134 (2), 169-186.
Al-Qudah, Alwan. (2006). The impact of the adoption of the comprehensive quality strategy to improve the
competitive position. (Unpublished dissertation), Amman, Jordan.
Al-Zahrani, Saud bin Hussein bin Said. (2009). Reverse Calendar: an experimental model to evaluate the
performance of the education department's managers in the light of the efficiencies of the upper
educational leadership from the standpoint of educational leadership Kharj, unpublished Educational
Research Center, Al-Kharj, Saudi Saudi Arabia.
Dulewicz, V& Higgs, M. (2004).Emotional Intelligence: A Review and Evaluation Study.Journal of
Managerial Psychology. 15(4), 341 - 372.
Furnham, A &Petrides, K.V. (2003).Trait Emotional Intelligence and Happiness. Social behavior and
Personalitg .31(8), 815- 824.
Higgs, M &Rowland, D. (2002).Does it need Emotional Intelligence to lead Change. Journal of General
Management, 27, 62 – 76.
Hussein, Thaer. (2006). Managing guide thinking skills. The first edition. Dar Juheina for Publishing and
Distribution, Amman, Jordan.
Jordan, P. J; Ashkanasy, N. M; Hartel, C. E. J & Hooper, G. (2002).Workgroup emotional intelligence:
Scale development and relationship to team process effectiveness and goal focus.Human Resource
Management Review, 12, 195 – 214.
Pehrsson, Anders. (2004). Strategy competence: a study of successful business establishments. Strategic
Change, 13, 271-282.
Peter, Olannye, A. (2013). An Assessment of the Effect of Emotional Intelligence on Leadership
Performance in Local Government Administration. Journal of Emerging Trends in Economics and
Management Sciences, 5 (1), 44-50
Poulfelt, Flemming, Jensen, Søren H; Kraus, Sascha&Schulz,Anja. (2009). Strategic Awareness and
Competence in High Growtg SMEs Qualitative Empirical Evidence from Denmark. International
Journal of business Strategy, 9, (2), 91 – 102.
Rawashda, Mohsen. (2012). The impact on performance excellence management efficiency: An Empirical
Study on the Jordanian private sector institutions. (Unpublished Thesis). University of Jordan,
Amman, Jordan.
Sadr, Golnaz. (2012). Emotional Intelligence and Leadership Development.PublicPersonnei Management,
41(3), 535 – 547
Sekran, uma.(2006). Research methods for business. .3rd ed, John Wiley &sons, USA.
ISSN: 2306-9007 Hassan (2015)
103
I
www.irmbrjournal.com March 2015
International Review of Management and Business Research Vol. 4 Issue.1
R
M
B
R
Slaski, M & Cartwright, S. (2002). Health, Performance and Emotional Intelligence: An Exploratory Study
of Retail Managers. Stress and Health, 18(2), 63-68.
Shapiro, L. E. (1997). How to raise a child with a high EQ: a parent’s guide to emotional intelligence. New
York: HarperCollins.
Salovey, Peter & Mayer, John D. (1990). Emotional Intelligence. Baywood publishing Co., 185-211.
Vakola, M; Tsaousis, I & Nikolaou, I. (2004). The role of emotional intelligence and personality variables
on attitude toward organizational Change.Journal of Managerial Psychology, 19, 88–110.
