Li, Rui (2012) A Study of Relationship Between Emotional Intelligence and Leaders In the Chinese Context. Masters thesis, Dublin, National College of Ireland.
PDF (Master of Arts)
Download (4MB) | Preview
Emotional intelligence has been a popular topic around the world after Goleman (1995) explained it in a new way, that is EI is as twice important as technical skills, IQ, or other skills, and effectiveness of a person is associated with the level of EI Goleman is also the first person who connects EI with leaders in a workplace (Goleman 2004a). To have further explanation, the higher rank of a position you have in the workplace, the greater level of EI you will have. The level of EI might become a criterion when promoting an employee to the management level, as EI can predict personal success in the workplace (Goleman 1999). To investigate this it was decided to do a research in China.
Population of this research was divided into four different ranks of positions, they were the level of Executives, the level of Department Mangers, the level of Supervisors and the level of non-management employees. Wong's Emotional Intelligence Scales were sent to them in order to get their EI scores. Comparison and analysis were carried out to answer the research questions through these four levels.
The structured interviews were also the strategy to investigate that whether EI could be the criterion when promoting. A number of employees who were at management level were questioned to ascertain their thoughts in what competencies would be required for promotion.
With the responses, from the questionnaires, the interviews and the related literature review the study findings revealed that the higher position you were in your workplace, the higher level of EI you had. Besides the level of EI also connected with the age, the years of working, and the educational background, and it did not have close connection with gender. The findings also revealed that as EI was still a new concept in China, managers would not tend to take it as the criterion when promoting. Performance evaluation was still the main criterion for major managers concerning promotion.
|Item Type:||Thesis (Masters)|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HT Communities. Classes. Races > China
B Philosophy. Psychology. Religion > Psychology > Emotional Intelligence
H Social Sciences > HM Sociology > Leadership
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Leadership
|Divisions:||School of Business > Master of Arts in Human Resource Management|
|Depositing User:||CAOIMHE NI MHAICIN|
|Date Deposited:||07 Jun 2013 09:55|
|Last Modified:||07 Jun 2013 09:55|
Actions (login required)