The relationship between emotional intelligence with administrators' performance at Mashhad University of Medical Sciences
Keywords:
Administrators, Emotional intelligence, Task performance, IranAbstract
Background: The leadership of an organization requires specific features to adapt to changes and to survive and grow in new environments, and emotional intelligence is one of the most important attributes that can help leaders and managers respond to these changes. Objective: This study aimed to determine the relationship between emotional intelligence with administrators' performance at Mashhad University of Medical Sciences, Mashhad, Iran. Methods: This cross-sectional study was conducted on 100 basic and middle managers of Mashhad University of Medical Sciences, Mashhad, Iran who were selected by census method in 2016. The instrument of data collecting was the "Inventory Shrinkage", and the "Organizational performance evaluation forms". The data were analyzed by SPSS version 16 using descriptive statistics and Spearman correlation. Results: The results showed there was a significant negative correlation between emotional intelligence and organizational performance in administrators (r=-0.214, p=0.032). The findings also showed that among the components of emotional intelligence and administrators’ performance, only components of empathy, was there a significant negative correlation (r=-0.199, p=0.047). Also, there was no statistically significant relationship between emotional intelligence and demographic variables such as work experience, age, marital status and education level (p>0.05). There was no significant relationship between organizational performance and demographic variables, either (p>0.05). But between the components of emotional intelligence, only for social skills and work place of administrators, a significant positive correlation was confirmed (r=0.203, p=0.043). Conclusions: The results of this study showed that there was a negative and significant correlation between the components of emotional intelligence and administrators’ performance of Mashhad University of Medical Sciences administrators, only in the empathy component.
References
Goleman D, Boyatzis R, Mc Kee A. Emotional Intelligence in Organizational Management and Leadership.Tehran: Industrial Management Organization Publications; 2006.2)Curtis H, O'DonnellC, Phillain E. Principles of Management. Tehran: Sharif University of Technology,Scientific Publishing Institute; 2001.3)Goleman D. Emotional intelligence the ability to love and love. Tehran: Roshd; 2003.4)Mokhtaripour M, Siadat SA, Amiri Sh. The Relationship between Theory of Emotional Intelligence andLeadership Theories. Executive Management Research. 2006; 6(21): 39-57.5)Rezaeian A, Keshtgar A. The Relationship between Emotional Intelligence and OrganizationalCommitment. Message from management. 2007;27: 27-39.
Austin J. Personality Well-Being and health correlates of trait Emotional Intelligence. Personality andindividual differences. 2005; 38(3): 547-58. doi: 10.1016/j.paid.2004.05.009.7)Armstrong M. Strategic Human Resource Management. Tehran: Publications Office of Cultural Research;2003.8)Goleman D. Emotional Intelligence why it can matter more than IQ. London: Bloomsbury Publishing PLC;1995.9)Stys Y, Shelley B. A review of the emotional intelligence literature and implication for correction, researchbranch correction serrice of Canada. 2004: 150.10)Hasanzadeh R. Investigating the Emotional Intelligence of Managers and its Relationship with theirDemographic Characteristics. Educational research. 2007; 4(15): 25-37.11)Mokhtaripour M, Siadat SA. Management and leadership with emotional intelligence. Tadbir. 2005; 15:85-8.12)Aghayar S, Sharifi P. Emotional Intelligence and Management. Management. 2007; 18: 89-92.13)Ansari Renani Gh, Arastoo I. Emotional Intelligence and Transforming Managers in Iranian InsuranceCompanies. Insurance industry. 2008; 23(1,2): 91-123.14)Eivazi Z, Bagherzadeh D. Emotional Intelligence: A Tool for Managers. Bimonthly of Humandevelopment of the police. 2008; 5: 90-103.15)Mansouri M. Comparative Study of Emotional Intelligence and Social Adjustment of Students. BA Thesis.Sistan and Baluchestan University, Zahedan. 2008.16)Keramati MR, Allahyari R, Shahbazi B. The Relationship between Emotional Intelligence and JobSatisfaction among Employees of Government Departments in Ghoochan City.Journal of Leadership andEducational Management of Islamic Azad University of Garmsar Branch. 2011; 6(4): 117-36.17)Forms for managers and staff. Available from: http://mdar.behdasht.gov.ir/18)Ciaruchi J. Emotional intelligence in everyday life. 2007: 21-53.19)Golman D. What makes a leader? Journal of Harvard Business Review. 1998; 76(6): 93-102.20)Musavi M. Emotional intelligence and its effect on increasing the capabilities of employees and managersin life and work. Tehran: Automobile industry; 2007.21)Mokhtaripour M, Siadat SA, Amiri Sh. The Relationship between Theory of Emotional Intelligence andLeadership Theories. Executive Management Research. 2006; 21(6): 39-57.22)Zahed Babolan R. The role of emotional intelligence and leadership styles in prediction. LeadershipEffectiveness of University Directors. Educational Sciences. 2010; 3(9): 14-89.23)Casey D. Cobb and John D. Mayer. Emotional Intelligence: what the Research says. EducationalLeadership. 2000; 58: 14-18.24)Rosete D, Ciarrochi J. Emotional intelligence and its relationship to workplace performance outcomes ofleadership effectiveness. Journal of leadership & organization development. 2005; 26(5): 388-99. doi:10.1108/01437730510607871.
Published
Issue
Section
License
Copyright (c) 2020 Knowledge Kingdom Publishing
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
