DIFFERENT LEVEL MANAGERS’ EMOTIONAL INTELLIGENCE AND THEIR INDIVIDUAL PERFORMANCE
Today the ability of different level managers to control and manage their emotions in the dynamic business environment plays an important role in achieving defined goals for their organisations. Emotional intelligence is one of the essential factors helping organisation managers become great leaders, effectively manage and solve problems in stressful situations, develop different forms of communication and collaboration, promote motivation and personal growth of their employees.
The aim of this research is to investigate different level managers’ emotional intelligence and their individual performance in an International organisation operating in the field of education publishing. This research involves 2257 respondents - 100 different level managers and 2157 employees assessing managers’ individual work performance. Research methods applied: questionnaire for self-assessment of managers’ emotional intelligence; employee satisfaction survey, document analysis, mathematical statistics and data analysis.
The results of theoretical research reveal that leadership is a process with a particular aim and it is a group phenomenon. We distinguish several types of leaders: operational leader, inspirational leader, strategic leader, performance leader, visionary leader, coaching leader, community leader, democratic leader, success-oriented leader and managerial leader. The degree of emotional intelligence determines manager’s leadership skills – managers with higher degree of self-confidence and self-awareness can better tackle human emotions which is highly important working with clients, interacting with colleagues and senior management of the organisation.
The practical part of research provides the self-assessment of different level managers’ emotional intelligence according to the following criteria: self-awareness, self-management, social awareness and relationship management. The data obtained reveal the high degree of emotional intelligence assessed by the managers themselves, showing slightly lower result only in social awareness criterion. Research results obtained prove that higher degree manager-leader skills encourage employees’ trust, motivation and development of their professional skills within the organisation. Line manager has a vital role in communication with employees, thus providing feedback, appropriate support and assistance in problem solving. There is no statistically significant correlation among criteria of emotional intelligence, manager’s age and length of employment which means that neither age nor length of employment influence the degree of forementioned criteria.