Emotional Intelligence : An important competency to screen and assess performance of Managers

Module 5 Professional Development Assignment
Student’s Name:
Institutional Affiliation:
CHAPTER 3 METHODOLOGY
Design and Methodology
Literature Search
The research method design for this study was the use of the literature review. According to (Lo-Biondo, Wood & Haber, 1998) Literature review is a critical step in both the qualitative and the quantitative research. It helps identify a problem and determine the strength and weakness of the research design through a critical analysis of the theoretical findings of multiple sources. The qualitative review as a research method further helps in interpreting results of the study conducted. Twenty-nine relevant studies published from the year 2010 were identified using PubMed Central, Proquest, Google Scholar, Elsevier online scholarly databases. The following keywords were used in the search ‘’emotional intelligence’’, ‘’emotional quotient test’’, and ‘’leadership’’. Surveys were mailed to twenty clinical managers, medical supervisors, and other clinical staff personnel in The Polyclinic Healthcare Organization. Data collection was obtained by administering a questionnaire consisting of three questions. In addition, a question on suggestive improvement on the research was also obtained.
Survey Questions
Do you agree emotional intelligence is an important benchmark for assessing and evaluating manager’s competency?
How likely will you utilize the Emotional Assessment tool as a screening tool for Manager Candidates?
How can emotional intelligence help clinical staff and practitioners to be more effective?
How can EI help improve an organization’s overall performance and productivity?
What improvements can you suggest in this research study?
Inclusion Criteria
Studies were included in this research if they met the following criteria:
Studies that showed the impact of emotional intelligence in the workplace.

Studies that used adults as samples.
Studies published in the year 2010 and beyond.
Studies that give clear and consistent findings to enhance reader’s understanding.
Study Objective
The objective of this research is to justify the importance of using emotional intelligence as a tool for screening and assessing the Managers’ competency at The Polyclinic Organization.
Research Questions
Do emotional intelligence screening in job recruitments and enrollments help in the hiring of the right candidates?
Will using emotional intelligence as a tool for assessing and evaluating Nurse Managers improve leadership behavior?
Does the use of the EI evaluation tool improve the overall success of an organization?
Reliability & Validity
The test used for this study to ensure reliability and validity are the Cronbach’s Alpha. Each question will have a Likert’s scale with a choice of answer ranging from one to five starting from ‘most likely’ as one to five as the ‘least likely’. According to LoBiondo-Wood & Haber (2008), Cronbach’s Alpha allows for the comparison of each response simultaneously. Participants will be asked to circle their responses as a manifestation of their choice or perception of an issue.
Participants
Participants will include the HR generalist and managers and supervisors at the Polyclinic. A written consent will be obtained from the participants as a representation of their willingness to participate in the study in compliance with the rules and regulations that guide the moral framework of the study. The participants are of both genders and adults working in various departments of the Polyclinic Healthcare Organization.
Procedure and Materials
Participants will be presented with PowerPoint Presentation on Literature review of Emotional Intelligence via email. The study participants with further are requested to fill an online questionnaire form that will be administered through the Survey Monkey via email. It is estimated that it will take participants approximately five minutes to complete the survey online. A link to the survey will be provided. Results will be collated and tallied using survey monkey.
Data Analysis
Data collected will be analyzed based on survey monkey result. The results of this study will identify whether the evidenced-based studies on EI impact on the organization is significant to justify its use in screening and assessment tool for Managers.
Summary of Findings
A key finding was the scope of emotional intelligence as a benchmark or a threshold for measuring a manager’s overall competency. To fully comprehend the significance of EI as an evaluation tool, the research first sought to find the broader meaning of emotional intelligence. The first definition is given as ‘the ability to manage a person’s feelings and emotions, and those of others. Also to handle the emotional pressures from within and from those surrounding us. Other scholars view this intelligence as a force responsible for managing behavior. This finding implies that managers with higher EI are in a position to better understand their environment. It is this characteristic that enables the senior manager to fluidly interact with subordinates even during moments of emotional outbursts and disputes.
Findings from comparative analysis of different sources show that selecting workers based on emotional intelligence will bear a good performance, less legal risks, and higher job satisfaction. The two major components embedded in the broader ‘emotional intelligence’ framework include; [1] self-awareness and [2] social competency. Self-awareness reflects a person’s understanding of themselves, personal weakness, strengths, self-management, and self-confidence. For example, a clinical worker at the Polyclinic Organization is likely to excel at their roles by balancing their inner emotions during difficult moments. This happens as a result of the understanding of personal feelings, sense of accomplishment, and the responsibility that comes with their positions. The second component of EI is social competency which reflects a person’s social relationships and social awareness. Managers with strong networking and social skills are in a position to build and sustain strong work relations required to realize higher results in teams and groups.
Social competence as a component of EI enables managers in day-to-day relationship management and social awareness. In looking at relationship management, the research identifies it as the ability of the manager to inspire, motivate, and act as a change catalyst. Relationship management further assists the manager to develop others, manage conflict, to foster collaboration and teamwork. Hence, comparative studies believe that emotional intelligence is a classic screening tool for establishing competency in managers. Given that globalization is creating opportunities for international hiring and recruitment, it is through higher emotional intelligence levels that managers can easily and fluidly interact and associate with workers of different socio-cultural backgrounds.
Scholars used the Emotional Quotient Inventory and the Job-in-General tool to assess job satisfaction. It is identified that as the level of Emotional Intelligence increases, the higher the job satisfaction since a person can easily maneuver through work pressures and easily deal with both stable and unstable work environs. Job satisfaction was noted as higher in accounting professionals who possessed considerably higher EI levels. This analysis hence reveals that medical practitioners can best attain higher satisfaction through a clear understanding of any necessitating work factors.
A qualitative descriptive research was conducted on the Impact of Emotional Intelligence in Leadership Behavior of Senior Nurses. The ESCI 360 Degree measurement tool indicated that four primary perceptions in the ‘Emotional Intelligence’ framework. These were self-management, self-awareness, relationship management, and social awareness. Further findings imply leadership development as a force in developing a manager’s emotional intelligence. Given that leadership development seeks to align a person’s strengths with those of the surrounding work environment, it is important to note it has a lasting impact on a manager’s EI levels.
A survey of 300 male and female senior executives of aged 30-45 years show a high level of effectiveness, organizational commitment and self-efficacy for staffs with higher EI levels. There was a positive relationship between the components of emotional intelligence with an organization’s commitment to meeting the short and the long-term goals. These components that facilitated organizational commitment are; self-motivation, self-regulation, and self-awareness. Given also that EI promotes motivation and social awareness, workers in organizations are able to steer processes. This means higher EI levels among senior managerial staff in clinical fronts correlate well with organizational commitment and productivity.
A fundamental finding was that coaching organizational leaders like senior managers have a lasting impact on empathy, stress management, interpersonal relations, and emotional quotient. Long-term coaching interventions further assisted firms to realize better performance from managers. A summary of findings indicates emotional intelligence should form an underpinning framework for assessing and in evaluating the staff and workers. Using EI as a screening threshold will foster an organization’s outlook on the candidates’ interpersonal skills, empathy, and self-regard. This way, it is easy to realize functional teams that have members who are well-focused on performance and overall productivity.
References
LoBiondo-Wood, G. & Haber, J. (1998) Nursing Research: Methods, Critical Appraisal and
Utilization.4th ed. Mosby. St. Louis, MI.