CHAPTER 1 INTRODUCTION
3.3 RECOMMENDATIONS
The fifth objective will be discussed in the recommendations section in 3.3
3.3.1. Recommendation for future research
Further research also needs to be conducted on the impact of culture on EI, seeing that the literature has highlighted the differences in the way in which different cultures express and experience emotions (Ghorbani, Bing, Watson, Davidson & Mack, 2002; Roberts, Zeidner, &
Matthews, 2001). When considering the population this study only used five of South Africa‟s 11 official languages. Future studies can therefore try and utilise other African languages such as Zulu, Xhosa, or Venda. Furthermore, future studies can focus on longitudinal designs, as this would yield better measurements. This should also control for single negative reactions to items when emotional episodes are occurring amongst respondents during a cross-sectional design.
According to Botma (2009), future studies should attempt to identify the cultural factors that may influence the EI levels of certain individuals in certain cultures, such as gender roles, and individualism and collectivism. Abrahams (2002) also mentions that future research should be aimed at exploring the meaning that different emotions have across different cultures in South Africa, seeing that the literature has highlighted a need for a culture-specific questionnaire.
Researchers have proven that existing questionnaires like the UWES-17 aren’t appropriate in a multi-cultural country like South Africa and we therefore need a culture specific EI questionnaire (Visser & Viviers, 2011). Also, according to Botma (2009) when selecting the sample, cultural and ethnic group statuses should be carefully considered as an important aspect of inclusion.
Finally, future studies may include a larger sample size than the one used in this study.
3.3.2. Recommendations for practise
EI has been proven to have a tremendous impact on organisations in terms of how it provides leadership effectiveness (Kerr, Garvin, Heaton, & Boyle, 2006), leadership development (Groves, McEnrue, & Shen, 2008), management performance (Langhorn, 2004) and improvement of human resources (Luthans, 2002). Only a small number of studies have focussed on comparing EI in terms of cultural differences in organisations (Ilangovan, Scroggins, &
Rozell, 2007). Managers in South Africa must be aware of the advantages EI pose for the organisation and therefore understand that EI might differ across culture groups (Langhorn, 2004; Rosete & Carrrochi, 2005). Understanding these cultural differences in terms of EI
therefore becomes extremely important seeing the advantages EI can pose for the organisation.
Early and Peterson (2004) mention that managers should understand that placing different cultural EI profiles in strategic positions could benefit the organisation. By taking into consideration these benefits associated with an emotional intelligent workforce, managers and supervisors should capitalise by recognising the strengths and weaknesses of EI across cultures and accurately place employees in the correct positions and environments. Finally, the study showed that the GEIS can be viewed as an appropriate measuring instrument of EI across cultures and can be used in assessment centres to aid management with processes, such as selection and promotion.
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