Impact of Emotional Intelligence on Manager Performance

Impact of Emotional Intelligence on Manager PerformanceThe impact of emotional intelligence on managers work Evidence from hospitals set(p) in TehranABSTRACTContext Most of the studies show that emotional intelligence (EI) is an important factor for effective leadership and team performance in organizations. Aims This investigate paper aims to provide an exploratory analysis of EI in the hospitals managers located in Tehran, and examine its congeneric to their performance. considerations and Design The present interrogation was an analytical and cross-sectional study. Setting of the study was hospitals located in Tehran, Iran. Subjects and Methods We conducted a cross-sectional study from a matched sample of 120 managers and 360 subordinates in hospitals located in Tehran. Cyberia shrink EI measure was apply for assessing the EI of the participants. further more than, a management performance Questionnaire is specifically developed for the present study. The total of 480 ques tionnaires analyzed throughout KolmogorovSmirnov, MannWhitney, and KruskalWallis tests in SPSS. Results The findings suggested a poor EI among hospital managers. As for EI subscales, kind skills and self-motivation were in the highest and lowest levels respectively. Moreover, the results indicated that EI increases with experience. The results also showed there is no prodigious kind between the comp unmatchablents of EI and the performance of hospital managers. Conclusions Present research indicated that higher levels of EI did not needs lead to check performance in hospital managers.Key words Emotional intelligence, hospital managers, performanceINTRODUCTIONEmotional intelligence (EI) is the force to identify, appraise, and get over ones emotions.1 Goleman and Sutherland2 define EI as the ability to motivate oneself and persist in the face of frustration to control impulses and delay gratification to regulate ones moods and keep distress from swapping the ability to think to emphasize and to hope. As such Bar On,3 defines EI as being concerned with understanding oneself and former(a)s, in relation with people and coping with the immediate surroundings in order to be more successful in dealing with surroundingsal demands. Weisinger4 sees EI as the intelligent rehearse of feelings or making ones emotions imprint to ones advantage by using them to help guide behavior and thinking in beneficial ways. In this study, EI were defined as set of skills that contribute to the accurate appraisal and expression of emotion in oneself and in others, the impressive regulation of emotion, and the engagement of feelings to plan, persuade, and achieve in life.5Many studies have been conducted about EI that addressed both its concept and its measurement.6 Some researchers believe in an ability model of EI,5 while others lead that EI consists of both cognitive ability and personality aspects.2,3 The ability model perceives EI as a form of pure intelligence, that is, EI is a cognitive ability. Salovey and Mayers model of EI is metric using the Mayer-Salovey-Caruso EI test, a performance measure which requires the participant to complete tasks associated with EI.7 In contrast, the mix models of EI either emphasize how cognitive and personality factors influence general well-being3 or focus on how cognitive and personality factors determine workplace success.2 Bar Ons model is measured by using the emotion quotient fund and Golemans model is measured by using the emotional competency inventory, the EI appraisal,8 and the Work Profile Questionnaire.9Put it in perspective, research has shown that EI is an important factor in the workplace.10-14 Researchers argue that EI is a critically important competency for effective leadership and team performance in organizations.14-16 Some theorists claim that EI of managers can affect work output,10,11 although evidence for this is not sufficient more.17,18 EI has been reported to be positively associated w ith job satisfaction.14 EI employees will be more capable of controlling their perception of the environment in which they work.14 Leaders who argon high on EI will be better able to take advantage of and use their positive moods and emotions to envision major improvements in their organizations functioning. They are also correspondingly to have knowledge about the fact that their positive moods may cause them to be overly optimistic. Moreover, job performance is the come value to the organization of the behavioral episodes performed by individuals over time that have positive or negative consequences for the organization.19 Managers high on EI can foster their employees creativity through interaction with them and via the creation of a work climate supportive of creativity.20,21 In addition, managers high on EI can create positive interactions between employees that leads to better cooperation,22 coordination23 and organizational behavior.8,14 Furthermore managers high on EI hel p their employees in creating a good working climate and also reliable relationship with the customers.24Given the give-and-take above, EI plays a significant role in the manager-employee relationship and their performance. Though, the effects of EI on managers performance have not been assessed more in healthcare context. Considering the differences of the hospital environment in compare with other organizations, this study provides good evidence, with assessing the effect of EI on managers performance in hospitals environment for decision makers in health sector.SUBJECTS AND METHODSThe present research was an analytical and cross-sectional study which were done in hospitals affiliated to three medical universities in Tehran (Tehran University of aesculapian Sciences, Iran University of Medical Sciences and Shahid Behshti University of Medical Sciences). For selecting the samples in this study, lone(prenominal) managers who had a minimum of three subordinates were included. Fina lly 120 top, middle, and lower level managers of the hospitals were selected. Moreover, 360 individuals participated in this study to appraise performance of the managers in that each three individuals evaluated the performance of their direct manager. Overall, 480 questionnaires were completed by the participants and data were analyzed by KolmogorovSmirnov, MannWhitney, and KruskalWallis tests in Statistical Package for Social Sciences (SPSS Inc., Chicago, IL, USA), version 16. This study was approved by Iran University of Medical Sciences Ethics Committee. Participants in this study were informed that participating in this study is voluntary which means if they dont like to answer any(prenominal) questions they are free not to answer them and their biography will be treated as confidential and will not be disclosed. Furthermore participants provided informed concur for publication of this work.In this study, we followed Golemans model and examines five aspects of EI self- cognis ance (the ability to recognize and understand personal moods and emotions, and their influence on postpone judgment and to think onwards acting), self-motivation (a passion to work for internal reasons that go beyond money and status), social ken (the ability to understand the emotional makeup of other people), and social skills (the ability to manage relationships and build networks, and to find common ground and build rapport).2 For this, Cyberia shrink EI questionnaire was used for assessing the EI of the participants. This questionnaire measures five subscales, namely self-awareness (seven items), self-regulation (four items), self-motivation (four items), empathy or social awareness (five items), and social skills (five items). 2 Moreover a management performance (MP) Questionnaire was specifically developed for the present study, which measures four major subscales planning (8 items), organization (12 items), leadership (18 items), and control (12 items).Reliability and vali dity tests were conducted on Farsi version of the EI questionnaire and MP questionnaire with multivariate measure. To assess the acceptance of the questionnaires, 10 people involved at least 10 days in the field of pedantic managerial practice were invited to participate I order to revising parts of the questionnaires. At the end, all participants expressed high agreement to the appropriateness of the questionnaires. The questionnaires finalized after modifying some questions accordingly. Furthermore Cronbachs alpha measured for the tools. The results showed that Cronbachs alpha of Farsi version of EI questionnaire for all dimensions was as 0.89, and for MP questionnaire was as 0.88, which indicates strong reliability for our survey instruments.RESULTS data showed 92 (76.6%) of samples were male and 28 (23.4%) were egg-producing(prenominal). Participants age ranged from 23 to 57 (the majority of the managers belonged to the 4050 years group) and the average age was 43.45 (standar d deviation SD = 7.51). 45% of the managers had been 10 years of experience (mean = 14.24, SD = 7.14). The results show performance of male managers in public hospitals (mean 36 13) was better that those in private hospitals (mean 35 23). On the other hand, the performance of female managers in private hospitals (mean 38 16) was significantly better that those in public hospitals (mean 36 17).Emotional intelligence subscales heaps of managers show that social skills have the highest glaring and self-motivation has the lowest rank. In general, the EI score of hospital managers in this study was 56% Table 1. Moreover, there is no significant difference between the EI of men and women.Based on the result of this research, hospital managers in higher levels have a higher level of EI. Tough in some subscales of EI such as social awareness and social skills, middle managers have the highest score Table 2. The results of this study also showed, there is no significant relationship be tween education and the level of EI. However, this relationship is significant in social awareness. Moreover, the EI of the managers increased with experience, but this did not apply to all subscales of EI as such in social awareness.Based on the results, a correlational statistics was observed between the EI of hospital managers and their performance, although this correlation was not significant in any subscale of EI Table 3.DISCUSSIONThis study tried to assess the level EI of managers in hospitals located in Tehran and examine the relationship between the EI of hospital managers and the level of their performances. The result of this research shows there is a relation between EI of managers and their performances. However this relationship is not statistically significant.Most researches has shown that EI is positively associated with interview outcomes,25 management analytical,26 issues,27 team working,28 conceptual tasks27 and (behavioral, job and employees) performance.29-31 Studies have also depicted that emotional perception facilitates performance. day and Carroll17 showed that emotional perception was correlated with performance on a cognitive decision-making task. Newcombe and Ashkanasy32 also showed evocation of positive expressed emotion through facial divulge has a significant and strong impact on follower and affect, the quality of the perceived leader-member relationship, which in turn with the result of present study. Langhorn33 obstinate key areas of profits performance were correlated with the EI pattern of the general manager. Lyons and Schneider34 examined the relationship of ability-based EI facets with performance under stress. They found that certain dimensions of EI were related to more challenge and enhanced performance. Hayashi and Ewert35 reported a positive relationship between EI and successful leadership. Furthermore, Eicher36 describe EI as a suitable basis in developing the staffs executive programs. Offermann et al.37 dete rmined although both cognitive ability and emotional competence (intelligence) predict performance, cognitive ability accounts for more variance on individual tasks, whereas emotional competence accounts for more variance in team performance and attitudes. As such our study shows, performance of managers is multi-dimensional variable which can be affected by other factors like organizational factors, level of employees motivation than EI. Moreover the results of this study shows, there are no significant differences between EI of men and women. Although in those subscales associated with the social behavior (social awareness and social skills) women had higher scores than men. Generally, women are more aware of emotions, show more empathy, and have higher interpersonal communication skills.3As were discussed, in umteen of the previous studies, EI has been reported to be positively associated with performance. However, the results of the present research indicated that there is no s ignificant relationship between the components of EI the performance of hospital managers. In other words, higher levels of EI did not lead to better performance in the hospital managers.CONCLUSIONSThe current study shows managers in hospitals located in Tehran, had weak performance from their subordinates perspectives, and EI scores of managers were not in good condition. Moreover this research shows, unlike other related studies, there is no significant relationship between performance and EI of hospital managers. The effects of factors on the hospital managers performances should be assessed in more holistic point of view than considering EI as a determined factor on it.