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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS 279 COPY RIGHT © 2013 Institute of Interdisciplinary Business Research NOVEMBER 2013 VOL 5, NO 7 Leaders’ Emotional Intelligence and its Outcomes, A Study of Medical Professionals in Pakistan Hina Affandi Lecturer Foundation University, Rawalpindi Campus, Rawalpindi, Pakistan. Naheed Raza Instructor Armed force Post Graduate Medical Institute, Rawalpindi, Pakistan. Corresponding Author: Hina Affandi, Lecturer, Foundation University, Rawalpindi Campus, Rawalpindi, Pakistan. Abstract This study investigates the association between leader’s emotional intelligence and its impact on quality of work life, burnout and employee performance. Data were collected from 92 medical doctors working in various hospitals across Pakistan through questionnaires. Results indicate that leaders’ emotional intelligence is positively linked with quality of work life, and employee performance while it is insignificantly associated with employee burnout. Practical implications for the medical sector in Pakistan are also discussed. Keywords: Emotional Intelligence , Quality of Work life , Burnout , Employee Performance, Doctors, Pakistan. 1.0: Introduction Emotionally intelligent people lead effectively (Zeidner, Matthews & Roberts, 2001). Lunenburg (2011) described that multiple intelligences construct and emotional intelligence established immense consideration now days, mainly by means of leadership capability. Excellent leaders practiced emotional intelligence in order to move their organizations ahead (Goleman, Boyatzis, & McKee, 2002).Emotional intelligence can confer leaders to

Transcript of Leaders' Emotional Intelligence and its Outcomes, A Study of - Webs

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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS

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Leaders’ Emotional Intelligence and its Outcomes, A Study of Medical Professionals in

Pakistan

Hina Affandi

Lecturer

Foundation University, Rawalpindi Campus,

Rawalpindi, Pakistan.

Naheed Raza

Instructor

Armed force Post Graduate Medical Institute,

Rawalpindi, Pakistan.

Corresponding Author: Hina Affandi, Lecturer, Foundation University, Rawalpindi

Campus, Rawalpindi, Pakistan.

Abstract

This study investigates the association between leader’s emotional intelligence and its impact

on quality of work life, burnout and employee performance. Data were collected from 92

medical doctors working in various hospitals across Pakistan through questionnaires. Results

indicate that leaders’ emotional intelligence is positively linked with quality of work life, and

employee performance while it is insignificantly associated with employee burnout. Practical

implications for the medical sector in Pakistan are also discussed.

Keywords: Emotional Intelligence , Quality of Work life , Burnout , Employee Performance,

Doctors, Pakistan.

1.0: Introduction

Emotionally intelligent people lead effectively (Zeidner, Matthews & Roberts, 2001).

Lunenburg (2011) described that multiple intelligences construct and emotional intelligence

established immense consideration now days, mainly by means of leadership capability.

Excellent leaders practiced emotional intelligence in order to move their organizations ahead

(Goleman, Boyatzis, & McKee, 2002).Emotional intelligence can confer leaders to

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administer their employees successfully and resourcefully which develop into their

competitive edge. Singh (2009) described that better emotional intelligence cope up with all

type of circumstances and can encourage and stimulate others.

In current employment circumstances relationship construction is relatively important and

significant. Nowadays employees give consideration to a leaders’ ability to take note,

cooperate, and build strong relationships which influence their performance. Law, Wong and

Song (2004) have described that an individuals who are vastly skilled in utilization of

emotion to aid performance would be capable to persuade him or herself to improve

constantly and be capable to express his or her emotions in constructive and fruitful way.

Individuals who are emotionally intelligent are highly capable to shape cohesive and

successful work teams more rapidly as compared to individuals who are less emotionally

intelligent (Jordan, Ashkanasy, Hartel, & Hooper, 2002). The emotionally intelligent leaders

are capable to judge at what time and wherever their authority is required. They adjust their

leadership style accordingly to obtain the finest from every individual employee.

Successful leaders control their emotions and don’t let emotions to control them. They

facilitate their employees in achieving goals because of their trustworthiness, social skills,

self regulation, and self awareness. Leaders having developed emotional intelligence better

prepared to handle challenges. They have a diversity of stuffs and methods to build stronger

relationships with employees. For achieving goal lucratively, it’s crucial to provide relax,

calm and productive settings to employees so that they perform effectively and efficiently.

There are various studies that institute the significance of emotional intelligence of leaders

and employee performance (Bradberry & Greaves, 2003; Singh, 2003; Ruderman, Hannum,

Leslie& Steed, 2001; Caruso, & Salovey, 2004; & George, 2000).

Carmeli (2003) found in his study that emotional intelligence of senior managers in the

workplace enhances positive work attitudes, altruistic behavior and work outcomes. The

mainly vital negative job experiences connected with organizationally linked rather than

operationally linked (Hart, Wearing and Headey, 1995). Reilly (1994) in a study of hospital

nurses found the negative relationship between EI and burnout. If an employee shows

emotional intelligence with low emotionally intelligent leader there is more chances of

employee burnout which badly impact the performance of employee. Improved emotional

intelligence can be considered as catalyzing consequence, it facilitates to influence

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intellectual capital that is a fundamental element for accomplishment of competitive

advantage (Rahim & Malik, 2010). Managers through good emotional intelligence obtain

enhanced outcome from employees that are beyond their expectations (Cooper, 1997).

The purpose of this study is to determine the impact of leaders’ emotional intelligence on

employee performance. This study exposed that how leaders’ emotional intelligence

influence quality of work life, minimize the burnout in employees and enhance employee

performance in medical sector of Pakistan. In Pakistan, research was already conducted on

telecom and banking sector regarding employees’ emotional intelligence but no research was

found in medical sector regarding leaders’ emotional intelligence in relation to employee

performance. As medical sector employees are serving humanity and show emotional

intelligence towards patients and their tensed relatives continuously. This research finds out

that how emotionally intelligent employee performance is affected by their leaders’

emotional intelligence in context to Pakistan medical sector. The results of this research can

add new dimensions in the human resource management practices, social sciences and

psychology.

2.0: LITERATURE REVIEW

2.1: Leaders’ Emotional Intelligence

Emotional intelligence refers to the capacity of recognizing own feelings and those of

others, for motivating ourselves, and for managing emotions well in ourselves and our

relationships (Goleman, 1998). Daniel Goleman has given the concept of “emotional

intelligence” (Goleman, 2004). It is an ability that can developed (Dulewicz & Higgs, 2004).

Emotional intelligence (EQ) is as much important as IQ that brings positive change and

makes an individual successful in their work as well as in personal lives (Druskat & Wolff,

2001). Individuals who are high in emotional intelligence come out as leaders because they

are more transformational in their leadership style (Zafra, Retamero, & Landa, 2008). It is

greatly influential than cognitive ability in solving problems and determining who will be top,

rising as leader, entrepreneur, board of director/executive or army general (Chopra & Kanji,

2010).

Leaderships’ fundamental element is Emotional intelligence (EI) (Nazarova, 2004). Nowack

describe that the top performing managers and leaders have considerably supplementary

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"emotional competence" than those managers who have less emotional competency. Leaders

who lead emotionally, recognize their feelings and differentiate and treat successfully with

the feelings of others always gain in numerous part of life (Badea & Pana, 2010). Managers

intensity of emotional intelligence signifies that managers are sensible on emotional

consciousness, self respect, flexibility, impressionability, advancement, inventiveness, chance

taking, mounting others, service direction, political consciousness, two way communication,

construction of relationships and mutual flexibility (Kulkarni, Janakiram & Kumar, 2009).

Highly emotionally intelligent leaders are superior leaders; they illustrate the obvious and

necessary links among the bigger series of emotional intelligence and control of skills and

abilities connected with leadership excellence which improve their leadership performance

(Ruderman, Hannum, Leslie & Steed, 2001). Successful managers express leadership

competence for the reason that leadership characteristic are fine confine in measures of

emotional intelligence (EQ) (Dijk & Freedman, 2007). Many studies found a significance of

leaders’ emotional intelligence for employees and organization (Killian, 2011; Brackett,

Rivers & Salovey, 2011; Voola, Carlson & West, 2004; Lopes et al, 2004).

2.2: Quality of Work life

Quality of Work life is defined as, “A set of objective organizational conditions and

practices designed to foster quality relationship with in the organization; employees

perceptions of the degree to which the organizational environment meets the full range of

human needs”.

The victory of an organization lie in the construction of prolongs relationships with the most

important reason of leadership being to encourage the feelings and emotions of individuals

linked with the organization (Weymes, 2003). Morin, Gagne & Cherre (2010) described that

when employees observe their effort optimistically, they have a tendency to obtain more

emotionally concerned in the organization and be likely to do additionally hard work,

collaborate more with others, and are more liable to provide the expected performance. This

can only possible when employee is provided with healthy work environment by leaders

through their emotional intelligence.

When leaders develop healthy workplace that will construct and consume employee teams to

enhance involvement of employees in problem solving, decision making and planning

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procedure (Nowack, 2006). Leaders who use their emotions intelligently they always build

strong relationship with their employees by providing them supportive and helpful

environment which results in not only good employee performance but also organization

success. Hence, managers capacity to “set the stage for commitment” by making appropriate

circumstances that help employees’ perception of significant work (Christian, Garza &

Slaughter, 2011).

Work timetable flexibility, workplace support, managerial support, and work-life balance are

underlying exogenous construct (Jang, 2009). This is only possible when leaders are

emotionally intelligent. Workplace conditions and well-being are positively linked with each

other (Sicking et al, 2010). The aspects that are vastly connected with wellbeing were high

control over work methods and procedures, a little intensity of observation and an

encouraging team leader (Holman, 2002). Leader through emotional intelligence creates

healthy work conditions and provide autonomy to employees which lead to wellbeing of

workplace and improve the quality of work life.

Leaders when implement flexible work provision and other guiding principle that encourage

flexibility inside the organization will add to improved health, best possible performance, and

dedication from employees (Casey & Grzywacz, 2008). A leader having emotional

intelligence skill is essential in order to construct an encouraging environment which make

possible to create constructive empowerment procedures that leads to subjective well-being

(Akerjordet & Severinsson, 2008). Therefore, leaders emotionally intelligent facilitate and

motivate employees and construct healthy environment.

H1: Leaders’ Emotional Intelligence is directly proportional to the Quality of Work life.

2.3: Burnout

When the challenge and demands of work turn out to be unnecessary, the strain of the

workplace go beyond workers’ capability to hold them, and satisfaction rotate into

disturbance, that creates burnout (Goutas, 2008). Burnout impact individual employees’

health and behavior (Bakker, 2009). Prolonged experience to work and life stressors results in

chronic burnout and the greater level of burnout in employees, there is probability that they

are to evaluate their job conditions as more difficult (Melamed et al, 2010). The burnout

influence motivation, job performance, turnover intention, turnover, absenteeism, health, life

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satisfaction, organizational citizenship, and many other variables (Lambert, Hogan & Jiang,

2010).

Burnouts involve that individual factors, work factors and work/home interference that play

significant parts in burnout (Langballe et al, 2010). Especially Job-related burnout impact the

value of service provided (Hsu et al, 2010). As if leaders don’t use emotions intelligently, it

will create mental problems for employees and creates job related burnout which impacts

their performance of employees. Employees in healthcare organizations focus to high stress

and burnout in their challenging responsibility; therefore there must be concentration on their

work life and intensity of burnout by the leaders (Lee & Cummings, 2008). So, Leaders must

facilitate and help their employees through their emotional intelligence which will reduce

burnout in employees.

Equal support from inside and outside the organization is linked with lesser intensity of

burnout (Sand & Miyazaki, 2000). Providing a well and broad working environment can

avoid mental health issues (World Health Organization, 2010). Leaders’ emotional

intelligence plays a vital role in providing healthy appropriate environment that facilitates

employees which leads to avoid burnout in employees. Interest and joy in work guard the

worker from burnout and little demands and maximum levels of social support reduce the

level of burnout (De Jonge, Janssen. & Van Breukelen, 1996). Tanner, Kalimo& Mutanen

(2002) found that lack of supervisor support, lack of appreciation and autonomy creates

burnout. Therefore, if leader is not emotionally intelligent, he/she creates hurdles for

employees rather than facilitating them which creates burnout in employees. Leader is the

one who can provide a constructive environment through emotional intelligence that can

reduce burnout in employees.

H2: Leaders’ Emotional Intelligence is inversely proportional to Burnout.

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2.4: Employee Performance

Employee Performance management is defined as “The development of individuals with

competence and commitment, working towards the achievement of shared meaningful

objectives with in an organization which supports and encouraged their achievements”.

Leaders are considered as role model for their subordinates who provide them direction,

guidance, supervision and motivation. Presence of emotional intelligence leads towards higer

level of cooperation of employee, motivation, performance, productivity, and profits (George,

2000). Supervisors’ utilization of emotion with the aspect of EI is constantly and equally

connected with constructive outcomes for subordinates (Kafetsios, Nezlek & Vasiou, 2011).

Emotionally intelligent leaders encourage creativity in their subordinates (Rego et al, 2007).

Leaders who are skilled to influence positively are more likely to facilitate employees (Isen,

1987). As a result employee will perform more than expectation. There is an association

among leader emotional intelligence, affective response, and follower motivation and

performance (Lewis, 2000). Higher levels of emotional intelligence let leaders to produce a

jointly approved set of standards to aid the improvement of employee potential in the

organization (Amos, Ristow and Ristow, 2004). Supervisors’ use of emotions is

optimistically connected to subordinates’ optimistic influence at work and job satisfaction

(Kafetsios, Nezlek & Vassiou, 2011).

An essential part of the improvement of leaders in attaining success is to enlarge and boost

emotional intelligence as a result leaders get employees to perform their jobs more

successfully and enhance job satisfaction (Feather, 2009).Emotional intelligence impact on

leadership roles that includes performance evaluation, motivation, support, development and

improvement has a positive impact on effectiveness of employees (Iordanoglou, 2007).

Therefore manager can boost EI ability in their organization by accentuate EI competencies

not only in feedback and mentoring programs but also in their selection and promotion

efforts (Berman& West, 2008).

H3: Leaders’ Emotional Intelligence directly proportional to Employee Performance.

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3.0: RESEARCH METHODOLOGY

The data was collected using questionnaire. Leaders’ emotional intelligence questionnaire

was adopted from Wong & Law 2002 consisting 16 items. For measuring, employee

performance questionnaire was adopted from Cravens et al. (1993) and Behrman & Perreault

(1982) which consist of 9 items. Quality of work life questionnaire was adopted from Weiss,

Dawis, England & Lofquist (1967), Vroom (1964) and Robinson, Athanasiou, & Head (1969)

which consisted of 12 items. For measuring, burnout questionnaire was adopted from

Maslach and Jackson (1981), which consisted of 22 items.

The data was collected using 5 points likert scale with 1 representing strongly disagree and 5

representing strongly agree. The reliability score for leaders’ emotional intelligence was .897,

employee performance was .821, Quality of work life was .762, and burnout was .734. The

questionnaires were distributed using self administered method to the respondent. 115

questionnaires were distributed and 92 received back making response rate 80%. Population

for present study includes employees consists of doctors working in medical sector of

Pakistan. Sample was selected using convenient sampling technique.

Descriptive statistics were used to show the demographics of participants via frequency

distribution as show in Table 1. Correlation matrix was utilized to investigate the association

among all variables of this study as show in Table 2. Mean and standard deviation of each

variable shown in table 3. Regression analysis was conceded out to illustrate the strength

among independent and dependent variable and to determine the impact that an independent

variable have on the dependent variable as show in Table 4.

Table 1. Demographics

DEMOGRAPHIC VARIABLES FREQUENCY %AGE

Age

21-25 5 5.4%

26-30 30 32.6%

31-35 6 6.5%

36-35 18 19.6%

41 or above 33 35.9%

Gender Male 34 37%

Female 58 63%

Education

Bachelors 51 55.4%

Master or

above

41 44.6%

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Table 2. Mean & Standard Deviation

Mean Std. Deviation

LEM 50.2833 9.63345

QWL 40.6223 5.31809

BO 68.7268 8.51294

EP 31.8623 4.02982

N=92. Independent Variable; Leader Emotional Intelligence. Dependent Variables;

Quality of Work Life, Burnout, Employee Performance.

Table 3. Correlation Matrix

LEI QWL BO EP

LEI 1 .217* .107 .352**

QWL .217* 1 .267* .217*

BO .107 .267* 1 .204

EP .352** .217* .204 1

* Correlation is significant at the 0.05 level (2-tailed).

** Correlation is significant at the 0.01 level (2-tailed).

N=92. Independent Variable; Leader Emotional Intelligence. Dependent Variables;

Quality of Work Life, Burnout, Employee Performance.

Table 4. Regression Analysis

Variables Beta t-value Sig R Square

QWL .217 2.104 .038 .047

BO .107 1.017 .312 .011

EP .352 3.570 .001 .124

N=92. Independent Variable; Leader Emotional Intelligence. Dependent Variables;

Quality of Work Life, Burnout, Employee Performance.

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4.0: DISCUSSION AND ANALYSIS

The purpose of the study was to study the impact of leaders’ emotional intelligence (LEI) on

employee performance among medical sector employees of Pakistan. The correlation matrix

indicates that leaders’ emotional intelligence significantly correlated with quality of work life

(.217*) and as per regression analysis it is strong predictor of quality of work life (t = 2.104).

If leader is emotionally intelligent he/ she will provide a facilitating working condition to its

employees. As means of work dynamic that affect workplace well-being are job control, role

overload, social support and supervisor behavior which lead to organizational efficiency

(Gilbreath & Montesino, 2006). Leaders’ emotional intelligence plays a vital role in

providing environment at workplace that provides an ease to employees to work effectively

and efficiently and achieve organizational goal lucratively. Therefore emotions in

organizational settings offer fresh and significant approach into the means in which people in

organizations act and advice for managers is to increase and to preserve a positive emotional

atmosphere in their organizations (Ashkanasy& Daus, 2002).

The correlation matrix indicates that leaders’ emotional intelligence significantly correlated

with employee performance (.352**) and as per regression analysis it is strong predictor of

employee performance (t =3.570). Emotional intelligence support leaders to influence climate

and employee performance in the health care industry (Catholic Health Association, 1994).

Leaders who are emotionally intelligent build a healthy relationship with employees. They

facilitate employees because they are socially aware, self-motivated and can control his/her

emotions and understand others emotions. Emotionally intelligent leaders know and aware

how to extract hidden competencies from their employees. Their moral support motivates

employees to contribute best of the best to the organization. Therefore if leader is emotionally

intelligent, employee performance increases which leads the organization towards success.

The correlation matrix indicates that leaders’ emotional intelligence not significantly

correlated with burnout (.107) and as per regression analysis it is weak predictor of burnout (t

=1.017). There are two factors found through meeting again with medical employees were on

job factors and social factors. It is found that medical job is very much demanding. Patients’

relatives’ behavior toward medical employees is very much harsh and work overload i.e.

more than required patients in a ward creates burnout in medical employees and not effected

by leaders’ emotional intelligence. Other factor is their social life. As major portion of the

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sample consist of female employees which is also a reason for insignificant relation between

leaders emotional intelligence and burnout. As in Pakistani culture females who are doing

job, with job has to oversee household work, children and family. Due to fatigue females

cannot give appropriate time and attention to their family which creates problems in their

personal relationships and families. Due to lack of social support at home is the major cause

of burnout in medical employees. Therefore, due to on job factors and social factors, medical

employees’ burnout is not affected by leaders’ emotional intelligence.

5.0: IMPLICATIONS

This study has a number of implications for medical sector. Insignificant relationship

between leaders’ emotional intelligence and burnout needs prompt observation. As medical

employees serve humanity, if medical sector employee in Pakistan has burnout it will affect

their mental and physical health. There is need to create awareness on media especially print

media to write and publish articles that motivate relatives of patients to respect medical

employees and relative of employees to support them.

Leaders’ emotional intelligence improves the quality of work life and employee performance.

So leaders should be emotionally intelligent. Human resource department should rate

emotional intelligence with performance for promoting employee as a leader. Emotional

Intelligence is an ability that can be developed through training (Dulewicz & Higgs, 2004).

There should be an arrangement of the training program for managers and peers so that they

can enhance their skill and dynamically take part in the organization (Rahim 2010). In

training programs topic emotional intelligence must be taught in order to develop the

capability of emotional intelligence in leaders.

6.0: LIMITATIONS

Although the findings of this study add to a rising literature in the areas of leaders’ emotional

intelligence and employee performance. But numerous limitations constrain the analysis of

the study’s results. Due to having limited time, small sample size and economic constraints

this research is conducted in particular area of Pakistan.

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7.0: FUTURE RESEARCH DIRECTIONS

Future research is required to investigate leaders’ emotional intelligence with many other

variables like job satisfaction, organizational commitment, employee motivation etc. The

variables in this study can also applied in other sectors of Pakistan like telecom sector,

banking sector or many other sectors of Pakistan.

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