An assessment of emotional intelligence within the managers of the Western Cape Clothing Industry Bargaining Council (CIBC)

Van Der Berg-Cloete, Sophy (2007-03)

Thesis (MBA)--Stellenbosch University, 2007.

Thesis

ENGLISH ABSTRACT: Traditional notions of leadership have placed great emphasis on a leaders personal vision and intellectual competency. The smartest person is not always the best captain of the team i.e. the class valedictorian may focus on individual achievements, whereas the team captain focuses on motivating a group to accomplish its collective vision. Such leadership is not the product of one's IQ but one's EQ or emotional intelligence, which is defined as "how leaders handle themselves and their relationships". The rationale of the study is to determine the individual and group emotional intelligence profile of a managers' team in an organisation as well as the trends between these profiles and socio-demographic, psychological and work environmental factors. The association between the emotional intelligence and variables such as demographics (age, gender), management position and managers' experience, the number of people reporting directly to the manager, the term of service with the present organisation, perceptions of job satisfaction, job commitment, job security as well as personal style (feeler, intuitor, thinker, sensor) and conflict style (competing, collaborative, compromise, avoid, accommodate) were explored. Data for the study was collected from twenty-seven participants using a survey methodology. Participants were the managers of the Western Cape Clothing Industry Bargaining Council (CIBC). The instruments used were the BarOn EQ-i, a general questionnaire as well as a qualitative questionnaire for the collection of the data. Data was captured on a Microsoft Office 2000 Excel software programme and analysed with descriptive statistics and univariate analysis of variance. The researcher analysed the data from the BarOn EQ-i and General EQ questionnaire using the general linear model (GLM) version of analysis of variance (ANOVA). A qualitative questionnaire was applied to further substantiate the results. This study proved that female managers have on average a higher EQ score than males. No statistically significant difference were found in the emotional intelligence scores of those in the sample comparing age groups, management positions, managerial experience, number of people reporting to the managers, years of service with the organisation as well as conflict style and personal style. In response to job related questions, the majority of managers reflected that they had total job satisfaction while significant proportions indicated a lack of 'job commitment' and 'job security'. Through the qualitative feedback, it was clear that managers at the CIBC identified a place for EQ in the workplace. This study made recommendations to the organisation applicable to the individual level as well as the organisational level. Recommendations on organisational level included investing in EQ on the basis of making it part of the organisational strategy, to get the right people to orchestrate the process and re-evaluation. Recommendations on an individual level were about a personal development plan and reviewing. This study also made propositions for future research.

AFRIKAANSE OPSOMMING: Tradisionele leierskap het meer klem gele op 'n leier se persoonlike visie en intellektuele vaardighede. Die mees skrander persoon is nie altyd die beste aanvoerder van die span nie d.w.s. die klas uitblinker mag fokus op individuele sukses, waar die span aanvoerder meer daarop fokus om die groep te motiveer om die gesamentlike visie te bereik. Sulke leierskap is nie die produk van IK nie, maar wel van EQ of Emosionele Intelligensie, wat gedefinieer word as "hoe leiers hulself en hul verhoudings behartig". Die primere doel van hierdie studie is om die individuele en groep EQ profiele van die bestuurderspan in 'n organisasie sowel as die korrelasie tussen die profiele en sosiodemografiese, psigologiese en werksomgewings faktore te bepaal. Die assosiasie tussen EQ en veranderlikes soos demografie (ouderdom en geslag), bestuursposisie en bestuurservaring, die aantal spanlede wat direk aan die bestuurder rapporteer, die termyn van diens by die huidige organisasie, persepsies van werksbevrediging, werksverbintenis, werksgeborgenheid sowel as persoonlike styl (voeler, intuiter, denker, sensor) en konflik styl (kompeterend, samewerkend, middelweg, ontduikend, versoenend) was bestudeer. Data opname vir die studie was van sewe-en-twintig gevallestudies deur 'n opname metodologie. Die gevallestudie was bestuurders van die Weskaap Klere Industrie Bedingingsraad. Die metings instrumente wat gebruik was vir die opname van die data, sluit in die BarOn EQ-i, 'n algemene EQ vraelys sowel as 'n kwalitatiewe vraelys. Data was saamgestel op 'n Microsoft Office 2000 Excel program en ge-analiseer met beskrywende statistieke en ANOVA. Die navorser het die data van die BarOn EQ-i en die algemene EQ vraelys deur die algemene liniere model (GLM) weergawe van ANOVA ge-analiseer. Die resultate was bevestig deur 'n kwalitatiewe vraelys. Daar was bevind dat vroue bestuurders gemiddeld 'n hoer EQ telling as mans het. Geen statistiese noemenswaardige verskille was gevind in die EQ tellings van die bestuurders in die steekproef vergeleke met ouderdomsgroep, bestuursposisie, bestuurservaring, die aantal spanlede wat direk aan die bestuurder rapporteer, die termyn van diens by die huidige organisasie sowel as persoonlikheid en konflik stylle. In reaksie op werksverwante vrae, het die meerderheid van die bestuurders aangedui dat hulle totale werksbevrediging het, terwyl 'n noemenswaardige aantal aangedui het dat hulle, werksverbintenis en werksgeborgenheid ontbeer. Deur die kwalitatiewe terugvoering, is daar indikasies dat emosionele intelligensie wel bepalend kan wees in die werksomgewing. Die studie het voorstelle aan die organisasie aangevoer toepaslik op 'n individuele vlak sowel as 'n organisasie vlak. Voorstelle op 'n organisasie vlak, het ingesluit die belegging in EQ op die basis dat dit deel gemaak word van die organisasie strategie asook om die regte persone aan te stel om die proses te dryf en evalueer. Voorstelle op 'n individuele vlak sluit in 'n persoonlike ontwikkelingsplan en evaluering. Die studie het ook voorstelle vir verdere navorsing gemaak.

Please refer to this item in SUNScholar by using the following persistent URL: http://hdl.handle.net/10019.1/22006
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