Hui-Wen Vivian Tang and Mu-Shang Yin
The aim of this paper is to demonstrate the application of optimal globalization grey relational analysis (GGRA) as a workable decision-making tool to prioritize emotional…
Abstract
Purpose
The aim of this paper is to demonstrate the application of optimal globalization grey relational analysis (GGRA) as a workable decision-making tool to prioritize emotional intelligence (EI) training needs of specific groups of academic leaders.
Design/methodology/approach
The study involved administrating the emotional skills assessment process to 50 academic leaders in the USA and 50 in Taiwan. Optimal GGRA was utilized to prioritize EI training needs of the two distinct groups of academic leaders.
Findings
Results of the optimal GGRA suggest that context-specific EI interventions focusing on enhancing weak areas of emotional competency are made possible through optimal globalization grey analysis.
Practical implications
Optimal GGRA is introduced as a valid decision-making technique for planning effective EI interventions. The results have implications for designing training courses targeting on enhancing weak areas of emotional competency.
Originality/value
The utility of optimal GGRA as a decision-making tool to prioritizing training needs for the two cultural groups of academic leaders in the study aims at going beyond the narrow psychometric perspectives of measurements on leadership potentials and reaching out to practical approaches to leadership development and training.
Details
Keywords
Hui‐Wen Vivian Tang, Mu‐Shang Yin and Darwin B. Nelson
This paper seeks to explore the relationship between the emotional intelligence (EI) and transformational leadership practices of academic leaders in Taiwan and the USA. It aims…
Abstract
Purpose
This paper seeks to explore the relationship between the emotional intelligence (EI) and transformational leadership practices of academic leaders in Taiwan and the USA. It aims to investigate whether cross‐cultural differences exist in academic leaders' EI, leadership practices, and the relationship between them.
Design/methodology/approach
The study employs a casual‐comparative approach to draw cross‐cultural comparisons. Convenience samples of 50 academic leaders in Taiwan and 50 in the USA were selected as two comparison sample groups. Two instruments were selected to measure emotional intelligence and leadership effectiveness.
Findings
Results of the correlational analyses indicate that Taiwanese participants' overall EI was found to be positively correlated in a statistically significant manner with all five areas of leadership practice. The US participants were found to have statistically significant positive relationships between overall emotional intelligence and all areas of leadership practice except Challenging the process, and Inspiring a shared vision. ANOVA results reveal that significant differences exist in distinct areas of EI and distinct areas of leadership practice as a function of cultural difference.
Research limitations/implications
An important limitation of the present study is the probability of response bias resulting from self‐reported data.
Originality/value
The study has significance in three aspects. First, it investigates a less understood and explored issue: cross‐cultural differences in the relationship between emotional intelligence and leadership practices. Second, findings of the study make contributions to the body of research in a number of related disciplines, such as leadership effectiveness, emotional intelligence, cross‐cultural research on leadership, and cross‐cultural studies of emotional intelligence. Third, the results of the study bring significant insights into the field of cross‐cultural leadership development in the academic context.
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Saad M. Alotaibi, Muslim Amin and Jonathan Winterton
The objective of this study is to investigate the role of emotional intelligence and empowering leadership in enhancing psychological empowerment and work engagement in private…
Abstract
Purpose
The objective of this study is to investigate the role of emotional intelligence and empowering leadership in enhancing psychological empowerment and work engagement in private hospitals.
Design/methodology/approach
A total of 500 questionnaires were distributed to staff nurses at five private hospitals in Riyadh, Saudi Arabia, 100 questionnaires to each hospital, with an achieved response rate of 34.8%.
Findings
The results show statistically significant positive relationships between emotional intelligence, empowering leadership, psychological empowerment and work engagement. The relationship between emotional intelligence and work engagement and psychological empowerment and work engagement were not significant.
Research limitations/implications
The study found that employees who have a high level of emotional intelligence and the positive stimulus of empowering leadership demonstrate enhanced psychological empowerment and work engagement.
Practical implications
A better understanding of the role of EI and EL in enhancing psychological empowerment and work engagement could help hospitals reduce turnover among nurses and improve their relationships with patients, as well as maintaining competitive advantage.
Originality/value
The study provides evidence to support the effect of EI on empowering leadership, psychological empowerment and work engagement in private hospitals.