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Emotional intelligence model for managers in Turkish banking sector and an application
Abstract
This chapter explores the relationship between the emotional intelligence talents of bank and finance managers and employee job satisfaction. The chapter proceeds as follows: First, the authors carefully reiterate the theoretical review of job satisfaction and emotional intelligence literature. Second, the authors present the methodology, conception of the research, assumptions and limitations, measuring tools, surveys and research hypothesis used in their research. Third, the authors discuss their research findings. Finally, their research conclusions are presented. With regard to the appropriate estimation technique-regression analysis, the authors findings have demonstrated that interpersonal relationship has a significant impact on job satisfaction in the banking and finance sector. Contrarily, there is not any significant relationship between social intelligence and commitment to workplace in the banking, finance, education, computer, health, textile, automotive, electronics, or packing sectors. The contribution of this research shows that the social intelligence factor affects interpersonal relationships, working conditions and impulse control factors of banking and finance managers both directly and intensely.
Emotional intelligence (EI) is most often defined as the ability to perceive, use, understand, manage, and handle emotions. People with high emotional intelligence can recognize their own emotions and those of others, use emotional information to guide thinking and behavior, discern between different feelings and label them appropriately, and adjust emotions to adapt to environments. The study is primarily aimed at identifying the level of emotional intelligence among teachers in Tirunelveli district. The main objective of the study is to evaluate the emotional intelligence among the teachers in Tirunelveli in order to examine whether teaching position has an influence on the E.I. or not. The data were obtained directly by using a well framed questionnaire. The sample size was 312. The findings of the study It is clear that there exist significant differences among the means scores of emotional quotient factors such self-regard, Self-Awareness, independence, self-actualization, Intrapersonal, social responsibility, stress tolerance, impulse control, stress management, flexibility, vigour and Emotional quotient (overall) of teachers with respect to teaching position. The concluded of the study Emotional intelligence is highly correlated with performance, and since most of the teachers are at medium level of EI, they may need to focus on development of Emotional Intelligence.
Emotional intelligence (EI) is most often defined as the ability to perceive, use, understand, manage, and handle emotions. People with high emotional intelligence can recognize their own emotions and those of others, use emotional information to guide thinking and behavior, discern between different feelings and label them appropriately, and adjust emotions to adapt to environments. The study is primarily aimed at identifying the level of emotional intelligence among teachers in Tirunelveli district. The main objective of the study is to evaluate the emotional intelligence among the teachers in Tirunelveli in order to examine whether teaching position has an influence on the E.I. or not. The data were obtained directly by using a well framed questionnaire. The sample size was 312. The findings of the study It is clear that there exist significant differences among the means scores of emotional quotient factors such self-regard, Self-Awareness, independence, self-actualization, Intrapersonal, social responsibility, stress tolerance, impulse control, stress management, flexibility, vigour and Emotional quotient (overall) of teachers with respect to teaching position. The concluded of the study Emotional intelligence is highly correlated with performance, and since most of the teachers are at medium level of EI, they may need to focus on development of Emotional Intelligence.
Studied changes across time in measures of organizational commitment and job satisfaction as each related to subsequent turnover among 60 recently employed psychiatric technician trainees. A longitudinal study across a 101/2-mo period was conducted, with attitude measures (Organizational Commitment Questionnaire and Job Descriptive Index) collected at 4 points in time. Results of a discriminant analysis indicate that significant relationships existed between certain attitudes held by employees and turnover. Relationships between attitudes and turnover were found in the last 2 time periods only, suggesting that such relationships are strongest at points in time closest to when an individual leaves the organization. Organizational commitment discriminated better between stayers and leavers than did the various components of job satisfaction. (36 ref) (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study examined whether trait emotional intelligence (trait EI or emotional self-efficacy) can differentiate between leaders and non-leaders (N = 96) employed by a major multinational company in Europe. Available intelligence test scores along with age, gender, and tenure were used as control variables. Trait EI, cognitive ability, and gender were significant predictors in a logistic-regression model. Further, both leaders and non-leaders scored significantly higher on trait EI compared to the standardization sample of the Trait Emotional Intelligence Questionnaire (Petrides, 2009), though the effect size for the former (Cohen’s d = 2.80) was considerably larger than for the latter (Cohen’s d = 1.23). The results support the notion that leadership and management positions require high trait EI.
Trait emotional intelligence (EI) was measured and self-estimated in a UK sample of 128 managers (52.3% female), recruited at a professional services firm. Participants’ measured scores were compared to standardization sample data and gender differences in measured and estimated scores, as well as in estimation bias and accuracy were examined. As hypothesized, managers’ global trait EI scores were significantly higher than those of the normative sample of the measure used, although the scores of female participants were largely responsible for this difference. Gender-specific hypotheses were confirmed for measured scores (differences only hypothesized at the factor level) and estimation accuracy (males estimating their trait EI more accurately), but not for estimated scores (female participants had higher estimates, but the opposite was hypothesized). Further, female managers showed signs of estimation bias.
The purpose of this paper is to introduce recent research on correlation between project managers’ emotional intelligence and their professional success. The implications of this research are important to both project managers who wish to improve their performance and success rate and organizations in their human resource policy. Theoreti- cal considerations discussed potential impact of emotional intelligence on project managers’ success through review on concept and dimensions of emotional intelligence, findings of numbered empirical studies and leadership theories. Complementing these theoretical considerations with research study showed significant correlation between project managers’ emotional intelligence and professional success. Research was conducted on representative sample consi- sted of 75 project managers from top 10 Serbian companies. Data collection instrument was questionnaire consisted of self-descriptive emotional intelligence test and data on respondent's position in organizational hierarchy and edu- cational level. The empirical research reveals that there is a very high positive correlation between emotional intelli- gence and professional success and these findings should have a number of implications for project managers’ pra- ctice. Firstly, project managers should be aware of the concept, their level and way of improving different dimensions of emotional intelligence. Further, the human resource management departments of project oriented organizations should consider concept of emotional intelligence when recruiting staff to the position of project managers but also when deciding on human resources development programs. In order to help good project managers to become excel- lent there is a need for further investigations on methods for development of emotional intelligence competencies.
This study examined the relationship between emotional intelligence and management capabilities of 160 managers and employees at the departments of physical education in Shahr-e-Rey, Iran. To collect data, the Emotional Intelligence Questionnaire by Cyberia-Shrink including 33 questions and the Steinmetz-Todd Capabilities Questionnaire with 9 questions were used. The results showed that there was a significant relationship between emotional intelligence with its components (self- awareness, self-regulation, motivation, empathy, and social skills) and the employees’ capabilities. The findings of this research necessitate the attention to emotional intelligence as an important factor in developing the capabilities of the employees at organizations in general, and departments of physical education in particular.
A measure of a wide array of employee activities on the job was completed by employees' supervisors at two points in time; employees reported their own job satisfaction via the Job Descriptive Index. Implications of relationships much higher than typically found in the job satisfaction-performance literature are discussed. Apparently the dust has settled over what once was a controversial issue: the satisfaction-performance linkage. Organizational psychologists (Lawler & Porter, 1967) generally endorse the view that any covariance between job satisfaction and job performance emerges only when satisfaction results from performance-contingent rewards. Any notion that satisfaction "causes") performance is regarded as naive folk wisdom, not supportable by the empirical record. Organ (1977) has cautioned that such a position might prematurely reject something of value in lay psychology that endorsed the satisfactioncauses-performance proposition. He suggested that a clue to the possible reconcilability between the phenomenology of countless practitioners and the noncorroborating empirical record might lie in the meaning of "performance.'" Defined narrowly as quantity of output or quality of craftsmanship-as perhaps operationalized in most of the formal research addressed to this issue-performance does not consistently or appreciably follow from satisfaction in a direct functional relationship. But there are 1An earlier version of this paper was presented at the 42nd National Academy of Management meetings, New York, 1982.
The relationship between job satisfaction and turnover is significant and consistent, but not particularly strong. A more complete understanding of the psychology of the withdrawal decision process requires investigation beyond the replication of the satisfaction-turnover relationship. Toward this end, a heuristic model of the employee withdrawal decision process, which identifies possible intermediate linkages in the satisfaction-turnover relationship, is presented. Previous studies relevant to the hypothesized linkages are cited, and possible avenues of research are suggested. [ABSTRACT FROM AUTHOR] Copyright of Journal of Applied Psychology is the property of American Psychological Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
A qualitative and quantitative review of the relationship between job satisfaction and job performance is provided. The qualitative review is organized around 7 models that characterize past research on the relationship between job satisfaction and job performance. Although some models have received more support than have others, research has not provided conclusive confirmation or disconfirmation of any model, partly because of a lack of assimilation and integration in the literature. Research devoted to testing these models waned following 2 meta-analyses of the job satisfaction-job performance relationship. Because of limitations in these prior analyses and the misinterpretation of their findings, a new meta-analysis was conducted on 312 samples with a combined N of 54,417. The mean true correlation between overall job satisfaction and job performance was estimated to be .30. In light of these results and the qualitative review, an agenda for future research on the satisfaction-performance relationship is provided.
The present manuscript is an empirically based theoretical paper that presents, describes, and examines the Bar-On Model of Emotional-Social Intelligence (ESI) in deep. First, a description of the Emotional Quotient Inventory (the EQ-i), which has played an instrumental role in developing the model, is given. The EQ-i is a self-report measure of emotionally and socially intelligent behaviour. It has been translated into more than 30 languages, and data have been collected around the world. The impact of age, gender, and ethnicity on the Bar-On model is presented. A description of the model's construct and predictive validity is given. Finally, the author summarizes the key points, discusses the limitations of the model, and raises the ideas for developing a future model of ESI.
This paper examines the incremental value of achievement orientations (Mastery-Approach; Mastery-Avoid; Performance-Approach; Performance-Avoid), above Extraversion and Neuroticism, in predicting two different types of satisfaction outcomes; expectation-based-job-satisfaction (EX-JS) and satisfaction-with-one’s-own-job-performance (P-JS). Using structural equation modelling, data from 242 UK government body employees showed that only Extraversion shared a (positive) relationship with EX-JS. Whereas, the strongest relations with P-JS were found for Neuroticism and Mastery-Approach with both sharing positive relationships with this satisfaction outcome. Analyses indicated that Mastery-Approach accounted for unique variance in P-JS beyond Extraversion and Neuroticism. Findings show that there is scope for experiences of satisfaction at work to be traced to stable approach competence specific motivational tendencies.
Despite its strong theoretical relevance with emotional labor, employees’ ability to understand and regulate emotions (i.e., emotional intelligence, EI) has seldom been studied, especially how it affects hotel employees responding to the firm's display rules (i.e., emotional labor) and experiencing burnout and job satisfaction. Thus, this study investigated direct and indirect effects of employees’ EI on two different forms of emotional labor (i.e., emotional effort: EE; emotional dissonance: ED): burnout and job satisfaction. Data were collected from 309 customer-contact hotel employees and managers in the United States. Results of structural equation modeling showed that EI had a direct, positive effect on EE and personal accomplishment and a direct, negative effect on ED and depersonalization. EI was also found to indirectly affect job satisfaction and emotional exhaustion through the mediating roles of personal accomplishment and ED, respectively. Additionally, ED was found to directly affect depersonalization and indirectly affect job satisfaction through emotional exhaustion while EE directly affects personal accomplishment and indirectly affects job satisfaction through personal accomplishment. Finally, personal accomplishment was found to mediate the depersonalization–job satisfaction relationship. Managerial implications for human resource practices are provided.
The service profit chain theory suggests that the satisfied employee delivered customer satisfaction and
profit for service businesses. Competition between tourist hotels in Taiwan remains strong, as trips by
foreign visitors are increasing year after year. One of the critical factors that differentiate whether or not a
hotel can be profitable is the revenue per employee. Satisfied employees whose organizational citizenship
behavior (OCB) is high will generate a higher ratio of revenue per employee. This study explores the
key factors that effectively drive job satisfaction of the employees in an international tourist hotel. The
study collected 474 valid employee responses. It applied an importance-performance analysis (IPA), using
the self-explained matrix, which indicated that compensation was the top issue to be addressed, followed
by work environment, interpersonal relationship, and supervision. Based on the research results,
the author discusses some useful implications.
Examined the Emotional Quotient Inventory (EQ-i), a comprehensive model and measure of emotional and social intelligence. The findings presented in this chapter suggest that emotional and social intelligence is multifactorial array of interrelated emotional, personal, and social abilities that influence one's overall ability to actively and effectively cope with daily demands. The author presents data on the development and psychometric properties of the EQ-i, including internal consistency, stability reliability, factor structure, and validity. The factor structure of the construct is composed of the following 10 components: self-regard, emotional self-awareness, assertiveness, empathy, interpersonal relationship, stress tolerance, impulse control, reality testing, flexibility, and problem solving. In addition to these key components, 5 facilitators of emotionally and socially intelligent behavior are described: optimism, self-actualization, happiness, independence, and social responsibility. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Key dimensions of project manager behaviors considered to be associated with successful project outcomes have included both appropriate collaborative behaviors and transformational leadership. More recently, emotional intelligence has been suggested as a unique area of individual differences that is likely to underpin sets of behaviors in this area. Based on a sample of 67 UK project managers, it was found that emotional intelligence ability measures and empathy explained additional variance in the project manager competences of teamwork, attentiveness, and managing conflict, and the transformational leadership behaviors of idealized influence and individualized consideration, after controlling for cognitive ability and personality.
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