Title: An evaluation between emotional intelligence and effective leadership styles on corporate culture in a petrochemical organization. Perceptions about current leadership styles, emotional intelligence and the effect on corporate culture were explored.
- Introduction
- Problem statement
- Aim of the study
- Objectives of and need for the study
- Questions to be answered in the research Main Problem
- Rationale for the study
- Limitations of the study
- Delimitations
- Research Methodology
- Brief outline of the study
- Chapter 1: Introduction and overview of the study
- Chapter 2: Literature review
- Chapter 3: Research Methodology
- Chapter 4: Research findings and discussions
- Conclusion
To determine whether there is a relationship between emotional intelligence and effective leadership with an emphasis on corporate culture. What is the relationship between emotional intelligence and effective leadership style according to a review of contemporary literature.
CHAPTER TWO LITERATURE REVIEW
Introduction
Emotional intelligence
- The relationship between emotional intelligence and success
- The representation of Emotional Intelligence in leadership
- Factors of Emotional Intelligence and leadership
- Emotional Intelligence – the balancing act of organizational and individual emotional needs
- Emotional Intelligence and organizational development
Goleman (1998) specifically showed that emotional intelligence is the most important factor in job performance. Morehouse (2007) showed that emotional intelligence can increase the performance of individuals and teams.
The effectiveness of leadership
- Leadership styles
- Emotionally intelligent leaders
- The relationship between emotional intelligence and leadership
- The role of emotional intelligence in different leadership styles
- Culturally-linked leadership styles
- Transformational leadership contribution to team effectiveness
The author showed the critical role that emotional intelligence plays in leadership effectiveness, the ability to understand, control temperaments and emotions in oneself and others hypothetically contributes to the effectiveness of leaders. Emotional intelligence enhances a leader's ability to solve problems, address the challenges and opportunities they and their organization face. The second component (the transformational subcomponent of inspirational motivation) shows that leaders who have increased emotional intelligence are able to recognize the limit to which followers' expectations can rise.
The evidence suggested that emotional intelligence, particularly the ability to perceive and understand the emotions of others, accounted for large variances in transformational leadership compared to other personality measures. The author has demonstrated the critical role that emotional intelligence plays in leadership effectiveness, and the ability to understand and control dispositions and emotions in oneself and in others hypothesized to contribute to leadership effectiveness. Emotional intelligence focuses on leaders' ability to solve problems, address challenges and opportunities facing them and their organization.
In particular, George (2000) suggests that leaders with higher levels of emotional intelligence have the ability to use positive emotions to achieve significant organizational change. Leaders with a higher level of emotional intelligence have the ability to accurately evaluate the emotions of their subordinates and use this information to influence the emotions of their subordinates by reacting and supporting the goals and objectives of the organization.
Organizational culture
- Themes of Organizational culture
- The importance of organizational culture
According to Andrew Brown, he characterized organizational culture as a set of beliefs, values, and learning experiences that arose in the history of the organization and tend to align in the behavior of employees. Hofstede (1984) defined organizational culture as "the collective programming of minds that distinguishes the members of one organization from another." Culture as described by Williams (1984) as “the way we do things here” or “the way we treat things here”.
According to Schein (1984), culture is widely accepted as "the pattern of basic assumptions that gives groups the ability to create, discover, or develop techniques of learning how to adapt to its problems of external and internal integration, and that have functioned well enough in the past to be seen as legitimate, and thus can be taught to young individuals as the proper approach to seeing, thinking, and feeling in relation to those problems” The most significant feature of this theme is that culture can increase the organization's survival and growth by showing employees the right way to behave. Culture as defined by Davis (1984) suggests that it is a set of shared beliefs and values that gives the organization's employees the meaning and rules for behavior that is acceptable by the organization.Hofstede (1980) was of the opinion that the fourth theme is related to the programming of the mind and that.
It was proposed that these four elements are very important for organizational managers because they can influence the company at different levels. Furnham and Gunter (1993) emphasized that the failure of an organizational culture to fulfill these functions in a satisfactory manner can significantly reduce organizational efficiency.
Conclusion
CHAPTER THREE
RESEARCH METHODOLOGY
- Introduction
- Research design
- Non-experimental design
- Exploratory research
- Type of study
- Study setting (location of study)
- Sampling
- Population
- Data collection
- Questionnaire design
- Validity and reliability
- Questionnaire administration
- Statistical analyses
- Descriptive statistics
- Mean and median
- Ethical considerations
- Conclusion
When determining norms and averages, a statistical analysis of the data was carried out with statistical models and figures explaining the observations. The population for this research study was the employees employed in the company's Kwa – Zulu Natal region. The population was 80 employees employed in the various departments of the organization regardless of occupational level, race, gender and grade were included.
The main criteria for this choice will depend on the questions and objectives of the research, but other factors such as the level of precision required, the expertise of the researcher, costs and resources also contribute to the chosen method. This study will use a Likert scale, also called summation of instruments (Coldwell et al., 2004). Validity examines the effectiveness of a measuring instrument against the concept it is intended to measure, and also helps determine whether the correct concept is being measured.
Statistical analyzes were performed using the computer program Statistical Package for Social Sciences (SPSS) for Windows version. Pearson product-moment correlations were calculated to assess the direction and strength of the relationships between the variables and the significance level was set at .05.
CHAPTER FOUR
PRESENTATIONS AND DISCUSSIONS OF RESULTS
Results
To investigate the leadership style of the manager/supervisor, a total of 20 likert type statements were asked to the participants. Therefore, an average score above three (03) indicates that participants are in favor of the statement. For example, the majority of participants reported that their supervisor/manager often or always behaved in a friendly manner with team members (82%), helped others to feel comfortable and at ease in the team (82%), his or her role in clarified the team (75%), and encouraged team members to work as a team (75%).
There were 30 five point likert type statements were asked to examine the emotional intelligence of the manager/supervisor. For example, more than a third of participants (38%) mentioned that their supervisor/manager always accepts responsibility for his/her own performance, about two-thirds reported that their manager/supervisor always or often accepts rapid change to meet goals achievement of organization (64%), putting aside emotion in order to complete a task, reported that their manager/supervisor always or often had high levels of motivation to set and achieve challenging goals (Table 4.3). Kruskal-Wallis test showed that the median score of leadership style and emotional intelligence was similar among the different age groups of the participants (Table 4.4).
It was also found that the mean scores for leadership style and emotional intelligence were similar among the participants' different racial groups (Table 4.5). The results also showed that the current position of the participants had no effect on the leadership style and emotional intelligence (p>0.05) (Table 4.7).
Summary
CHAPTER FIVE
CONCLUSIONS AND RECOMMENDATIONS
- Introduction
- Main findings
- Objective one
- Objective two
- Problems and limitations
- Recommendations
- Opportunities for future studies
- Highest qualification obtained (including formal and informal) Matriculation
- Choose the relevant department are you currently employed in
- What is the positions / level do you hold within your department?
- How long have you been employed at Sasol?
To summarize the result of this study, it indicates that there exists a relationship between sub-factors of emotional intelligence and this leadership effectiveness as an overall factor. The research study showed that in the areas of motivation, social skills and coping with stress, self-regulation and self-confidence, most managers scored moderately on emotional intelligence. It was also determined that not all managers were found to have sufficient levels of emotional intelligence and leadership effectiveness.
It has been proven that emotional intelligence sub-factors are very important for leadership and managers who possess it would contribute to their effectiveness, but it should be noted that the exact relevance of emotional intelligence to effective leadership still needs to be proven. Research has suggested that people who possess higher emotional intelligence have the advantage and are in a favorable compared to those who have lower levels of emotional intelligence. The message that has emerged from the research study is very clear as it indicates that managers, employees and career aspirants who want to grow and advance their careers in the organization must pay special attention to developing emotional intelligence skills and strengthening these skills in order to advance in their careers.
It is recommended that the organization have development programs for managers to increase their emotional intelligence. This will provide managers who have low levels of emotional intelligence an opportunity to increase their motivation and self-confidence enabling them to lead their subordinates in a more effective way. Finally, it is suggested that the findings of this research be confirmed by subsequent studies on emotional intelligence and its effects on effective leadership styles with an emphasis on transformational leadership.
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