Document Type : Original Article
Authors
- . Hasan Abolghasem Gorgi 1
- . Ahmad Ahmadi 1
- . Hosein Shabaninejad 2
- . Ali Tahmasbi 3
- . Ahmad Baratimarnani 1
- . Gholamhossein Mehralian 4
1 Department of Health Services Management, School of Health Management and Information Sciences,
2 Department of Health Services Management, School of Health Management and Information Sciences,Health Management and Economics Research Center,
3 Hospital Management Research Centre, Iran University of Medical Sciences,
4 Department of Pharma Management and Pharmacoeconomics, School of Pharmacy, Shahid Beheshti University of Medical Sciences, Tehran, Iran
Abstract
Context: Most of the studies show that emotional intelligence (EI) is an important factor for
effective leadership and team performance in organizations. Aims: This research paper aims
to provide an exploratory analysis of EI in the hospitals managers located in Tehran, and
examine its relation to their performance. Settings and Design: The present research 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 used for assessing the EI of the participants. Moreover, a management performance
Questionnaire is specifically developed for the present study. The total of 480 questionnaires
analyzed throughout Kolmogorov–Smirnov, Mann–Whitney, and Kruskal–Wallis tests in SPSS.
Results: The findings suggested a poor EI among hospital managers. As for EI subscales,
social 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 significant relationship between the components of EI and the performance of hospital
managers. Conclusions: Present research indicated that higher levels of EI did not necessarily
lead to better performance in hospital managers.
Keywords
Problems and how Can They be Fixed?. Mahwah NJ: Psychology
Press (Lawrence Erlbaum Associates Publishers); 2006.
2. Goleman D, Sutherland S. Emotional intelligence: Why it can matter
more than IQ. Nature 1996;379:34.
3. Bar On R. EQ‑i Bar On Emotional Quotient Inventory: A Measure
of Emotional Intelligence: User’s Manual. Toronto: Multi‑health
systems; 2002.
4. Weisinger H. Emotional Intelligence at Work. San Francisco, CA:
John Wiley and Sons; 2006.
5. Salovey P, Mayer JD. Emotional intelligence. Imagin Cogn Pers
1989;9:185‑211.
6. Davies M, Stankov L, Roberts RD. Emotional intelligence: In search
of an elusive construct. J Pers Soc Psychol 1998;75:989‑1015.
7. Ciarrochi JV, Chan AY, Caputi P. A critical evaluation of the
emotional intelligence construct. Pers Individ Dif 2000;28:539‑61.
8. Mossholder KW, Bedeian AG, Armenakis AA. Group process‑work
outcome relationships: A note on the moderating impact of
self‑esteem. Acad Manage J 1982;25:575‑85.
9. Rosete D, Ciarrochi J. Emotional intelligence and its relationship
to workplace performance outcomes of leadership effectiveness.
Leadersh Organ Dev J 2005;26:388‑99.
10. George JM. Emotions and leadership: The role of emotional
intelligence. Hum Relat 2000;53:1027‑55.
11. Goleman D, Boyatzis R, McKee A. Primal leadership: The hidden
driver of great performance. Harv Bus Rev 2001;79:42‑53.
12. Law KS, Wong CS, Song LJ. The construct and criterion validity
of emotional intelligence and its potential utility for management
studies. J Appl Psychol 2004;89:483‑96.
13. Sy T, Côté S. Emotional intelligence: A key ability to succeed in the
matrix organization. J Manage Dev 2004;23:437‑55.
14. Wong CS, Law KS. The effects of leader and follower emotional
intelligence on performance and attitude: An exploratory study.
Leadersh Q 2002;13:243‑74.
15. Bachman J, Stein S, Campbell K, Sitarenios G. Emotional intelligence
in the collection of debt. Int J Sel Assess 2000;8:176‑82.
16. Melita PL, Ceasar D, Ferris GR, Anthony PA, Ronald BM. Emotional
intelligence, leadership effectiveness, and team outcomes. Int J
Organ Anal 2003;11:21‑40.
17. Day AL, Carroll SA. Using an ability‑based measure of
emotional intelligence to predict individual performance, group
performance, and group citizenship behaviours. Pers Individ Dif
2004;36:1443‑58.
18. Zeidner M, Matthews G, Roberts RD. Emotional intelligence in the
workplace: A critical review. Appl Psychol 2004;53:371‑99.
19. Motowildo SJ, Borman WC, Schmit MJ. A theory of individual
differences in task and contextual performance. Hum Perf
1997;10:71‑83.
20. Fredrickson BL. Positive emotions and upward spirals in
organizations. Positive Organizational Scholarship: San Francisco,
CA: Berrett‑Koehler Publishers, 2003. p. 163‑75.
21. Zhou J, George JM. Awakening employee creativity: The role of
leader emotional intelligence. Leadersh Q 2003;14:545‑68.
22. Barsade SG. The ripple effect: Emotional contagion and its influence
on group behavior. Adm Sci Q 2002;47:644‑75.
23. Sy T, Côté S, Saavedra R. The contagious leader: Impact of the
leader’s mood on the mood of group members, group affective
tone, and group processes. J Appl Psychol 2005;90:295‑305.
24. O’Boyle EH, Ronald HH, Jeffrey MP, Thomas HH, Paul AS. The
relation between emotional intelligence and job performance:
A meta-analysis. J Organ Behav 2011;32:788‑818.
25. Fox S, Spector PE. Relations of emotional intelligence, practical
intelligence, general intelligence, and trait affectivity with interview
outcomes: It’s not all just ‘G’. J Organ Behav 2000;21:203‑20.
26. Slaski M, Cartwright S. Health, performance and emotional
intelligence: An exploratory study of retail managers. Stress Health
2002;18:63‑8.
27. Schutte NS, Schuettpelz E, Malouff JM. Emotional intelligence and
task performance. Imagin Cogn Pers 2001;20:347‑54.
28. Jordan PJ, Ashkanasy NM, Charmine EJ, Gregory SH,
Workgroup Emotional Intelligence. Scale development and
relationship to team process effectiveness and goal focus. Hum
Resour Manage Rev 2002;12:195‑214.
29. Carmeli A. The relationship between emotional intelligence and
work attitudes, behavior and outcomes: An examination among
senior managers. J Manage Psychol 2003;18:788‑813.
30. Shamsuddin N, Rahman RA. The relationship between emotional
intelligence and job performance of call centre agents. Procedia
Soc Behav Sci 2014;129:75‑81.
31. Behbahani AA. A comparative study of the relation between
emotional intelligence and employee’s performance. Procedia Soc
Behav Sci 2011;30:386‑9.
32. Newcombe MJ, Ashkanasy NM. The role of affect and affective
congruence in perceptions of leaders: An experimental study.
Leadersh Q 2002;13:601‑14.
33. Langhorn S. How emotional intelligence can improve management
performance. Int J Contemp Hosp Manag 2004;16:220‑30.
34. Lyons JB, Schneider TR. The influence of emotional intelligence on
performance. Pers Individ Dif 2005;39:693‑703.
35. Hayashi A, Ewert A. Outdoor leaders’ emotional intelligence and
transformational leadership. J Experiential Educ 2006;28:222‑42.
36. Eicher D. Essential executive skills for the future: Emotional
intelligence. Futurics 2003;27:104‑35.
37. Offermann LR, Bailey JR, Vasilopoulos NL, Seal C, Sass M.
The relative contribution of emotional competence and
cognitive ability to individual and team performance. Hum Perf
2004;17:219‑43.
)