Relationships among emotional intelligence, leadership scores, and human value added metrics
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2016
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eng
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100 leave
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b196952
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Varumpa Temaismithi (2016). Relationships among emotional intelligence, leadership scores, and human value added metrics. Retrieved from: http://repository.nida.ac.th/handle/662723737/3979.
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Relationships among emotional intelligence, leadership scores, and human value added metrics
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Abstract
It is widely believed that good leader leads an organization for success.
Emotional intelligence is deemed as one of key components of a good leader. Leader
with higher emotional intelligence level tends to outperform leader with lower
emotional intelligence. Relationship between good leader with high emotional
intelligence and firm or organization performance was documented to be positively
correlated. However, result from this study exhibits that emotional intelligence and
organizational performance have significantly negative correlation. This implies that
organization led by higher emotional Intelligence leader underperforms organization
led by lower emotional intelligence. Contradictions with previous studies may stem
from different types of leaders are focused in this studies. Previous studies explored
effects of transformation leaders on firm performance. This study explores samples
which are bankers who possess transactional leadership style. Transactional leader
styles of bankers emphasize on job performances than transformational leader as
documented in previous studies. While emotional Intelligence questionnaire is
designed to measure emotional intelligence of transformation leader, contradict
results should be expected.
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Dissertation (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2016