Relationship between Emotional Intelligence and Leadership Style in Middle Manager

Transcription

1 2011, Science-Line Publication ISSN: Journal of Educational and Management Studies J. Educ. Manage. Stud., 3(1): , 2013 JEMS Relationship between Emotional Intelligence and Leadership Style in Middle Manager Abbas Khorshidi 1, FatemehTarkhan 2 and Zahra Naghsh 3 1. Islamic Azad University, Islamshahr Branch, Islamshahr, Iran 2. Islamic Azad University, Central Tehran Branch, Tehran, Iran 3. Tehran University, Tehran, Iran * Corresponding author s a_khorshidi40@yahoo.com ABSTRACT: This article investigates the relationship of emotional intelligence and leadership style in middle manager of media. To select sample size, 124 people (110males, 14 females) were chosen with randomly sampling method and completed the emotional intelligence scale, and MLQ scale, with 33 and 38 items respectively. Reliability of these questioners with Cornbrash Alfa method were (0.74) for emotional intelligence and (0.80) for leadership style. Then data analyzed with correlation and Stepwise regression. The results showed that there were significant relationships between self-motivation, empathy, social skills with Transformational leadership style. Relationship between self-awareness, self-regulation and empathy with Pragmatic style were significant too. The results of stepwise regression showed that Transformational-oriented style is explained by empathy; and Pragmatic style is explained by self-awareness and empathy. Keywords: Emotional Intelligence, leadership style, Middle Manager INTRODUCTION Leadership is one of the main requirements of modern organizations have to carry out many activities. A major characteristic of successful organizations by which they are distinguished from unsuccessful organizations is dynamic and effective leadership. Leadership style is the continuous behaviors that people do when working with others or by others, it will be understood by others (Moghimi, 2007). Influences the behavior of others can be through the power of imagination, the power imaging to require access to power sources. Leader position is based on office and manager position, other hand category is based on the power that personal skills implicate such as expertise, competence and information management (Rezaeian, 1999). However the ability to live with others led to the creation of mutual trust and respect and maintains effective relationships with other individuals, is required a set of skills. Such the skill was raised of the time Ohio State leadership studies, in which the subjects were introduced under individual's investigation, at different times under the titles such as trends in social - emotional relationships were introduced and the skills (Morand, 2001). Overall, this set of interpersonal skills deals with the ability of managers and leaders about friendship and intimacy with the people and understands their emotions and needs help to fix and the establishment of mutual respect and trust, on-prescriptive and effective relationships will be between followers and leaders. Having a high emotional intelligence are the things that can affect it is. In other words, leadership is intrinsically an emotional process that allows leaders to identify the emotional conditions of their hands, that they are formed emotions and then try to properly run the followers' emotional states. Emotional intelligence is a key factor for those who are socially effective. Emotional intelligence on leadership as a factor is in effective leadership. A leader's emotional intelligence is culture or environment-specific factors. Goleman Research, and colleagues shows that high levels of emotional intelligence, creates an environment in which information sharing, trust, healthy risk taking and learning are formed. Conversely, low emotional intelligence, will create an atmosphere full of fear and anxiety. Since the nervous or frightened of employees in the short term can have high productivity, organization, and the results they may have achieved good performance but the results were not significant and sustainable outcomes (Goleman, 2005). This issue has been around for years, the researchers think that what makes certain people, transformational leadership style can choose and what makes some leaders are more effective than others (Judge et al., 2000). Transformational leadership is linked with the concept of emotional intelligence and transformational leadership studies show that emotional intelligence is related to the intrinsic To cite this paper: Khorshidi A, Tarkhan F. and Naghsh Z Relationship between emotional intelligence and leadership style in middle manager. Educ. Manage. Stud., 3(1):

2 Khorshidi et al., 2013 (Gardner et al., 2002; Rosete et al., 2005). According to George, who are leaders in emotional intelligence can enhance effectiveness at all levels of the organization (Judge et al., 2000). Emotional intelligence is an important leader in the quality and effectiveness of social interactions with other people plays. Also as part of transformational leaders who are effective leaders recognized exchange (Sosik et al., 1999; Yammarino et al., 1990). Results of this study indicate that emotional intelligence at least as successful individuals and organizations performance IQ of those involved (Goleman, 1996). The term emotional intelligence quotient score for the first time in 1990 by a psychologist named John Mayer and Peter Salvvy was raised. They stated that those who have emotional intelligence, they can control their emotions, and others, to distinguish between positive and negative effects of emotions and Emotional information to guide the process and to use their own thinking and actions. Goleman research showed that managers who have high emotional intelligence and technical expertise are required with more ready than others to resolve conflicts and weaknesses in the group will pay. Emotional intelligence is a subject that tries to explain and interpret the role of leadership and human emotions and feelings of empowerment. Managers with emotional intelligence, effective leaders are goals with maximum productivity, employee satisfaction and commitment to make research (Goleman, 1995). Emotional intelligence is a key factor for those who are socially effective. Emotional intelligence on leadership is as a factor in effective leadership (Garvin et al., 2006). Emotional intelligence is an important leader in the quality and effectiveness of social interactions with other people plays. Also as part of transformational leaders who are effective leaders recognized exchange (Sosik et al., 1999; Yammarino et al., 1990). According to research, cognitive intelligence alone cannot represent the overall capacity of intelligence. Also, it cannot guarantee safety, satisfaction and life is passing. In addition, there is another option called emotional intelligence is necessary after years of research and study, the psychologists reported to have repeatedly stressed the importance and the impact on their success. Research on leadership qualities that a leader should be smart and self-sufficient knowledge of your job but IQ and technical skills as there are leaders and there are potential starter is not a sufficient condition for leadership. However, anyone who wants to have better performance, emotional intelligence and using it would require (Robbins, 2002) that Interest, unlike IQ, learning can also be (Goleman, 1998; Weisinger, 1998). Skills control the emotions of others is an important aspect of knowledge management. Robbins's study showed that emotional intelligence is essential for better performance, higher productivity, and leadership groups' exceptionally good job. In fact, it seems that success depends on knowing the features such as self-awareness, empathy, self-esteem and motivation. Goleman study (1998) shows that nearly 90 percent of the difference performance between the index and non-index managers of organization depends on their emotional intelligence. During the 1998 study, said he did not think that IQ and technical skills are not very important; rather, their role as basic talents and capacities are important in, Executive jobs that are necessary for the eminent leader of the organization, but for sure we need to have high emotional intelligence. Salovy (2005) stated that the study of leadership is not an Innate and inherited attribute. Leadership but also an expert in social interaction and sometimes a process of mutual exchange is emerging which of a partnership Or member will allow influencing the other members and people, to give them the motivation to reach their personal goals and group. Leaders, inevitably, must be fluent in the atmosphere for your organization one of the issues raised in the area of leadership is emotional intelligence leader. Because the proper use of emotion in human relationships, personal understanding of self and others, self-control and positive emotions with others in the sensory and cognitive thinking, emotional intelligence is an issue that will have a major impact on How to deal with Managers with subordinates. Hence, great efforts have been made to improve the emotional intelligence of leaders. With the expectation that emotional intelligence is a necessary prerequisite for successful leadership and helps leaders to effectively deal with the emotions of others and needs of people Diagnosed and motivating them to effectively. According to what was said, the main goal of this research is to test the following hypotheses: 1. Between Emotional Intelligence and transformational leadership style and pragmatic oriented middle managers IRIB Tehran is a direct relation. 2. Between Consciousness and pragmatic leadership style and transformation oriented in middle managers IRIB Tehran is a direct relation. 3. Between Self-regulation and transformationoriented leadership style pragmatic in middle managers of IRIB Tehran is a direct relation. 4. Between Motivation and transformationoriented leadership style pragmatic in middle managers of IRIB Tehran is a direct relation. 116

3 J. Educ. Manage. Stud., 3(1): , Between Empathy and transformationoriented leadership style pragmatic in middle managers of IRIB Tehran is a direct relation. 6. Between Social Skills and transformationoriented leadership style pragmatic in middle managers of IRIB Tehran is a direct relation. MATERIALS AND METHODS This Research is applied purposely, from the perspective data is quantitative and the nature and type is correlation because without being manipulated independent variable affects the dependent variable is examined. Statistical society, sample and sampling method: The statistical population studied in this research is all the middle managers of IRIB Tehran in 2012 Constitutes to 180 people (22 women, 158 men). To select a representative sample, sample of 124 people (14 women and 110 men Manager Director) according to Morgan table (1970) and were selected using stratified random sampling. The following instruments were used to collect data. Emotional Intelligence Scale: Emotional intelligence is a subset of social intelligence that the ability to monitor and regulate their emotions and others, to differentiate between it and use this information to guide your thoughts and actions are involved (Salovy, 2005). Components of emotional intelligence in Goleman competencies model include self-awareness, Self-regulation, motivation, empathy and social skills. Emotional Intelligence in the research data that results from the sum of five components (self-awareness, Self-regulation, motivation, empathy and social skills) tests by 33-question. To obtain validity of this scale in this study using questions, comments, and guidance advisor were examined. Also, some experts were concerned about the questionnaire and the ambiguities were resolved that it represents an acceptable content validity questionnaire. The reliability of the scale was assessed using Cronbach's alpha that it with 0.74 has an internal consistency of this scale questions. Leadership style scale: Practices on subordinate influence through their association to reach the organization's objectives. The way management works is based on it include two types of; Transformational leadership style: Leadership style of the leader will influence on the followers beliefs, values and goals. Pragmatic leadership style: Leadership style that leader motivate his followers to determinate the goals. In the present study, Leadership style is measured by multi-factor leadership questionnaire, MLQ with 38 questions. Subset managers each Middle manager has responded to the questionnaire therefore Leadership style of middle manager have identified by subset managers him. To obtain validity of this scale in this study using, comments, and guidance advisor for questions were examined. Also, some experts were concerned about the questionnaire and its ambiguities were resolved that this demonstrates acceptable content validity questionnaire. The reliability of the scale was assessed using Cronbach's alpha 0.80 that Cronbach's alpha for this scale showed internal consistency of questions. RESULTS The findings of this study are presented in two parts as follows: Describe the data: In this section, descriptive statistics are used. According to the table 1, social skills and empathy in men and women, the highest average in both males and females have the lowest average respectively. Distribution of subscale scores for emotional intelligence (self-awareness, self-regulation, selfmotivation, empathy and social skills) and leadership styles (pragmatic, transformation-oriented) has a positive curvature or cubes of the mean total scores is a positive number and most people are more than the average scores on this scale. Distribution of subscale scores, distribution of scores for subscales of transformational leadership style is most; in men's self-awareness and social skills in women is the lowest curvature. Distribution of subscale scores for emotional intelligence (self-awareness, self-regulation, self-motivation, empathy and social skills) and leadership styles (pragmatic and transformationoriented) has a positive skewness. This means that most people score on this scale is close to the average. Distribution of scores on the social skills of men and about conscious of women are most the skewness and distribution of self-consciousness subscale in men and arousal of women has the lowest skewness. Analysis of data: In this section, correlation and regression test are used. First, the correlation between the variables is investigated. As can be seen in the table 2, Consciousness associated with pragmatic leadership style (0.377) of the 0.01 is significant but no significant relationship with transformational leadership style. In other words, managers who score higher on self-awareness component of emotional, leadership style are more pragmatic. Self-regulation relationship with the leadership style of pragmatic (0.181) in level 0.05 is significant but no significant relationship with transformational leadership style. In other words, managers who have higher scores on the emotional 117

4 Khorshidi et al., 2013 component of self-regulation are used more pragmatic leadership style. There is no self-motivation relationship with pragmatic leadership style but the relationship with transformational leadership style (0.193) in the 0.05 is significant. In other words, managers who score higher on self-motivation component of emotion are used more transformational leadership style. Empathy relationship with both pragmatic leadership style (0.476) and transformation-oriented (0.408) of the 0.01 is significant. In other words, managers who have higher scores on the emotional component of Empathy both pragmatic and transformation-oriented style too much use. No significant relationship between social skills and pragmatic leadership style but the transformational leadership style relationship in level 0.01 is significant. In other words, managers who score higher on social skills components of emotional, transformational leadership style are more use. Then check whether the components of emotional intelligence are able to predict pragmatic leadership style stepwise regression analysis was used. Variables into the model based on correlations (Empathy, selfawareness and self-regulation) with pragmatic leadership style and because of its variables no significantly related to motivation and social skills with pragmatic leadership style did not enter the model. Table 3, shows F and its significance in all steps of predictor variables. As observed in all three phases of F is significant therefore the variable entry empathy, self-awareness and self-regulation is significant. According to amounts set forth in above table, about 23% of Empathy may explain changes pragmatic style, which is a significant amount. In times of change R 2 after entering consciousness variable, equal amount of which is a significant difference therefore consciousness is able to explain the pragmatic style and this explanation value is meaningful. With the arrival of the third order, self-regulation variables to 2 analysis, the amount of R seems since the R amount of is not statistically significant so this variable can be said that does not a significant role in defining pragmatic style. Continued order to test regression of significant whether the predictor variables (emotional intelligence components) can be effective in predicting criterion variables pragmatic style or not, Analysis of one tailed variance (ANOVA) was used. The results are presented in the table 4. As noted in the table 4, are obtained F (15.730) in is significant and all predictor variables are important and significant in predicting pragmatic style. As seen in the table 5, the relationship between empathy and self-consciousness with pragmatic style is significant. Therefore, according to coefficients in the table, the following regression equation for the criterion variable (pragmatic style), wrote as follows: Pragmatic style= (Empathy) (Consciousness). So it can be concluded that a significant proportion of the components of Empathy and selfawareness are anticipated pragmatic style.to check whether the components of emotional intelligence to predict transformational leadership style was also used stepwise regression. Variables based on correlations (Empathy, social skills and self-motivation) with transformational leadership style was entered the model since the self-awareness and self-regulation variables no significantly associated with transformational leadership style didn't entered the model. As seen in the table 6, as observed in all three phases of F is significant Means variable entry empathy, social skills and self-motivation is significant. Empathy is about 17% of the variation explained transformation-oriented style that is a significant amount. In times after entering social skills variable, 2 the amount of R seems since the R amount of is significant.it means social skills to be able to explain the transformation-oriented style and explanation value is meaningful. The third order entry self-motivation variable to analysis, the value of R 2 is0.450since the value of R is not statistically significant, it can be said that this variable does not explain a significant role in the transformationoriented style. Continued order to evaluate the significance of regression, this means test that whether predictor variables (emotional intelligence components) can be effective in predicting transformation-oriented style criterion variables or not, analysis of one tailed variance was used. As noted in the table 7, are obtained F (10.144) at the level of is significant and predictor variables significant role have in predicting transformationoriented style. As seen in the table 8, the relationship is significant Empathy transformation-oriented style and Therefore, According to coefficients in the table, the following regression equation for the criterion variable (transformation-oriented style), wrote as follows: Transformation-oriented style= (Empathy). So it can be concluded that component of Empathy have a significant contribution to predict transformation-oriented style. 118

5 J. Educ. Manage. Stud., 3(1): , 2013 Table 1.Descriptive characteristics of variables according to sex Variable Minimum Maximum Mean SD Curvature Skewness Male female Male Female Male Female Male Female Male Female Male Female Consciousness Self-regulation self-motivation Empathy Social Skills Pragmatic leadership style Transformational leadership style Table 2. Correlation between research variables Consciousness Self-regulation Motivation Empathy Social Skills Transformational leadership * 0.408** 0.270** style Pragmatic leadership style 0.377** 0.181* ** Table 3. Summary of pragmatic leadership style regression analysis Variables entered at each step R R 2 2 R Adjusted R 2 Δ F Sig. Empathy Consciousness Self-regulation Table 4. ANOVA results of predictive factors Model SS DF MS F Sig. 1 Regression Error Total Regression Error Total Regression Error Total Table 5. Pragmatic leadership style Regression coefficients Model β Error Beta T sing 1 Constant Empathy Constant Empathy Consciousness Constant value Empathy Consciousness Self-regulation

6 Khorshidi et al., 2013 Variables entered at each step Table 6. Summary of transformation leadership style regression analysis R R 2 R 2 Adjusted R 2 F Sig. Empathy Social Skills Self-Motivation Table 7. Results of variance analysis of predictive factors Model SS DF MS F Sig. 1 Regression Error Total Regression Error Total Regression Error Total Table 8. Transformational leadership style Regression coefficients Model Error Beta T Sig. 1 Constant value Empathy Constant value Empathy Social Skills Constant value Empathy Social Skills Self-Motivation DISCUSSION According to the results obtained from the two Sybrya Shrink emotional intelligence questionnaires and Buss leadership styles, by the correlation was obtained, Finally found between emotional intelligence and pragmatic leadership style and transformation-oriented leadership style, there are significant relationship. But the elements of consciousness, self-regulation and pragmatic leadership style was a significant relationship, so managers that these components can be seen in most of them will be more pragmatic leadership style and On the other hand, the two components with transformational leadership style was not a significant relationship. Empathy relationship between this component and both the pragmatic and transformation-oriented leadership style components was significant in other words, managers who have high scores on the Empathy component, both lots use and at last Social skills component that have a significant relationship with transformation-oriented style and does not significant relationship with pragmatic style. Significant relationship emotional intelligence with both transformation-oriented and pragmatic leadership style with the results of Torabi (2004), Yaqoubi Noor et al. (2009), Farhangi et al. (2010), Kyvanlv et al. (2011), Lajevardi et al. (2011), Torkan et al. (2011), Molazmyanet al. (2012), Moradi (2006), Barling et al. (2000), Duckett et al.(2003),scott (2003) and Coetzee et al. (2001) quoted by Mortazavi et al. (2006) have attunement and are along the same. But research Mokhtarypur (2007), AbediJafari et al. (2011), Palmer et al. (2001), Mortazavi et al. (2006), with the results of this study did not attunement. The relationship between consciousness and pragmatic leadership style is significant but no Significant its relationship with transformational leadership style. In other words, managers who score higher are excited self-awareness component, leadership style are more pragmatic that this result is consistent with the result of research Torabi (2004), which was done in the Homa hotel and Yaqoubi Noor 120

7 J. Educ. Manage. Stud., 3(1): , 2013 et al. study (2009) had been done on the casting industry directors in the city of Qom. But Molazmyanet al.research (2012) did not confirm the results of this research. The relationship self-regulation and pragmatic leadership style is Significant but no Significant its relationship with transformational leadership style. In other words, managers who have excited higher scores on the component of self-regulation, use more pragmatic leadership style. The results of study on the relationship, with the results Torabi (2004) was the Homa Hotel and the Torkan et al. (2011) in Isfahan girl's schools had been and it had confirmed to align but the results of Molazmyanet al. (2012) also has not been regard in this the result of study. Self-Motivation relationship with the pragmatic leadership style isn't Significant but its relationship with transformational leadership style has Significant. In other words, managers who have excited higher scores on self-motivation component, transformational leadership style use more. These results of study on the relationship, with the results Torabi (2004) was the Homa Hotel and the Torkan et al. (2011) in Isfahan girl's schools had been and it had confirmed to align. Empathy relationship with both pragmatic and transformation-oriented leadership style has Significant In other words; managers who have excited higher scores on the component of Empathy too much use both pragmatic and transformation-oriented style. This result is consistent with the results of Torabi (2004) was done Homa Hotel and the results of Molazmyanet al. (2012) have been conducted on the directors of nursing but the Torkan et al. research (2011), which had been in the Isfahan girl's high school between Empathy and leadership style Positive relationship wasn't found, so the result does not to Attunement with the This results of the research. Relationship between social skills with the pragmatic leadership style isn't Significant but its relationship with transformational leadership style has Significant. In other words, managers who have excited score higher on social skills components, use more transformational leadership style. These results of the study are based on research results Torabi (2004) was concerning Homa Hotel and the Torkan et al. (2011) had been in Isfahan girl's high schools And also results of Molazmyanet al.(2012) done on the directors of nursing are consistent and aligned. Stepwise regression analysis for the variable pragmatic leadership style showed that empathy variable about 23% and consciousness variable about 5% of the variations are explained in pragmatic style is a significant amount. But Self-regulation variable was not significant and important role in explaining the pragmatic style. Test results of the stepwise regression for transformational leadership style variable also showed that Empathy variable about 17 percent and social skills variable about 3% of the variations explained oriented transformation style that has a significant amount. But self-motivation variable significant and important role was not in explaining the style of oriented transformation. Results of this study are consistent with the previous research show on the importance of emotional intelligence training to managers and other employees. Recommended greater authorities to leaders are also to be devolved who have more self-motivation and better social skills. Why leaders empower who are able to freely monitor own feelings and emotions and make use of it to do your work easier and more comfortable, will improved organizational performance. REFERENCES AbediJafari, H., Taslimi, M.S., Moradi, M. &Pourebrahim, S. (2011). 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