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Liderar com emoção a inteligência emocional e seu desempenho
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Abstract(s)
A Inteligência Emocional pode ser definida como a capacidade de perceber, regular e gerir as emoções (Mayer & Salovey, 1997). Indivíduos dotados de altos níveis de IE, conseguem entender as suas próprias emoções, bem como as dos outros, permitindo-lhes reflectir acerca das mesmas e usá-las para gerir o seu pensamento e as suas acções.
A IE têm sido um tema estudado no âmbito das organizações nomeadamente no que diz respeito á sua relação com a eficácia da Liderança (Goleman, 1998). Esta relação é sobretudo realçada, no que diz respeito ao estilo de Liderança Transformacional e a IE já que vários autores consideraram que algumas dimensões da IE também integram a Liderança Transformacional (Goleman, 1998; Mandell e Phermani, 2003; Brown e Moshavi, 2005; Barbuto e Barbach, 2006). A IE e a Liderança Transformacional têm surgido em várias investigações ligadas ao Desempenho intra-papel e extra-papel (Bass e Avolio, 1994; Law, Wong, Song, 2004)
Com este estudo pretende-se encontrar relação entre a IE, Liderança e Desempenho. Para esse efeito, recorreu-se ao método do questionário, numa amostra de 50 pessoas (10 líderes e 40 liderados). Aos líderes pediu-se que respondessem a uma escala de auto-avaliação da IE, uma escala de auto-avaliação do estilo de Liderança e três escalas de hetero-avaliação nas quais o líder avalia o Desempenho dos seus subordinados. Aos subordinados pediu-se igualmente que respondessem a um questionário de auto-avaliação da IE e a um questionário em que estes fazem a avaliação do estilo de Liderança do seu superior.
Os resultados desta investigação confirmaram todas as nossas hipóteses embora algumas fossem apenas parcialmente confirmadas. Mais especificamente, encontrou-se parcialmente correlação entre a IE e Liderança Transformacional, e correlações significativas entre a IE e o Desempenho Global, Desempenho da Tarefa e os Comportamentos de Cidadania Organizacional. Encontrou-se também uma correlação significativa entre o estilo de Liderança Transformacional e os CCO’s.
ABSTRACT: Emotional Intelligence can be defined as the ability to understand, regulate and manage emotions (Mayer & Salovey, 1997). Individuals with high levels of EI understand their own emotions, as well as those of other. This allows them to reflect about them and to use the emotions to manage thoughts and actions. EI has been a topic studied in the organizational scope, specifically in respect to its relationship with leadership efficacy (Goleman, 1998). This relationship is highlighted when we focus on Transformational Leadership style and EI, several authors considered that some EI dimensions integrate Transformational Leadership too (Goleman, 1998; Mandell e Phermani, 2003; Brown e Moshavi, 2005; Barbuto e Barbach, 2006). Both EI and Transformational Leadership have emerged in several investigations as linked to intra-role performance and extra-role performance (Bass e Avolio, 1994; Law, Wong, Song, 2004). With this study we intend to find relationships between EI, Leadership and Performance. For that purpose, we used a questionnaire, applied in a sample of 50 individuals (10 leaders and 40 led). The leaders were requested to fill out a scale of self-evaluation of EI, a scale of self-evaluation of Leadership style and three more performance scales concerning to the performance of their subordinated. It was also requested to the subordinated to fill out a questionnaire of EL and a questionnaire where they were asked to make an evaluation of their superior. The results confirmed all our hypothesis, though some of them were only partially confirmed. More specifically, we found correlations partially between EI and Global Performance, Task Performance and Organizational Citizenship Behavior. We also found a significant correlation between Transformational Leadership style and Organizational Citizenship Behavior.
ABSTRACT: Emotional Intelligence can be defined as the ability to understand, regulate and manage emotions (Mayer & Salovey, 1997). Individuals with high levels of EI understand their own emotions, as well as those of other. This allows them to reflect about them and to use the emotions to manage thoughts and actions. EI has been a topic studied in the organizational scope, specifically in respect to its relationship with leadership efficacy (Goleman, 1998). This relationship is highlighted when we focus on Transformational Leadership style and EI, several authors considered that some EI dimensions integrate Transformational Leadership too (Goleman, 1998; Mandell e Phermani, 2003; Brown e Moshavi, 2005; Barbuto e Barbach, 2006). Both EI and Transformational Leadership have emerged in several investigations as linked to intra-role performance and extra-role performance (Bass e Avolio, 1994; Law, Wong, Song, 2004). With this study we intend to find relationships between EI, Leadership and Performance. For that purpose, we used a questionnaire, applied in a sample of 50 individuals (10 leaders and 40 led). The leaders were requested to fill out a scale of self-evaluation of EI, a scale of self-evaluation of Leadership style and three more performance scales concerning to the performance of their subordinated. It was also requested to the subordinated to fill out a questionnaire of EL and a questionnaire where they were asked to make an evaluation of their superior. The results confirmed all our hypothesis, though some of them were only partially confirmed. More specifically, we found correlations partially between EI and Global Performance, Task Performance and Organizational Citizenship Behavior. We also found a significant correlation between Transformational Leadership style and Organizational Citizenship Behavior.
Description
Dissertação de Mestrado apresentada ao ISPA - Instituto Universitário
Keywords
Inteligência emocional Liderança e desempenho Emotional intelligence Leadership and performance