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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
279 COPY RIGHT © 2013 Institute of Interdisciplinary Business Research
NOVEMBER 2013
VOL 5, NO 7
Leaders’ Emotional Intelligence and its Outcomes, A Study of Medical Professionals in
Pakistan
Hina Affandi
Lecturer
Foundation University, Rawalpindi Campus,
Rawalpindi, Pakistan.
Naheed Raza
Instructor
Armed force Post Graduate Medical Institute,
Rawalpindi, Pakistan.
Corresponding Author: Hina Affandi, Lecturer, Foundation University, Rawalpindi
Campus, Rawalpindi, Pakistan.
Abstract
This study investigates the association between leader’s emotional intelligence and its impact
on quality of work life, burnout and employee performance. Data were collected from 92
medical doctors working in various hospitals across Pakistan through questionnaires. Results
indicate that leaders’ emotional intelligence is positively linked with quality of work life, and
employee performance while it is insignificantly associated with employee burnout. Practical
implications for the medical sector in Pakistan are also discussed.
Keywords: Emotional Intelligence , Quality of Work life , Burnout , Employee Performance,
Doctors, Pakistan.
1.0: Introduction
Emotionally intelligent people lead effectively (Zeidner, Matthews & Roberts, 2001).
Lunenburg (2011) described that multiple intelligences construct and emotional intelligence
established immense consideration now days, mainly by means of leadership capability.
Excellent leaders practiced emotional intelligence in order to move their organizations ahead
(Goleman, Boyatzis, & McKee, 2002).Emotional intelligence can confer leaders to
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administer their employees successfully and resourcefully which develop into their
competitive edge. Singh (2009) described that better emotional intelligence cope up with all
type of circumstances and can encourage and stimulate others.
In current employment circumstances relationship construction is relatively important and
significant. Nowadays employees give consideration to a leaders’ ability to take note,
cooperate, and build strong relationships which influence their performance. Law, Wong and
Song (2004) have described that an individuals who are vastly skilled in utilization of
emotion to aid performance would be capable to persuade him or herself to improve
constantly and be capable to express his or her emotions in constructive and fruitful way.
Individuals who are emotionally intelligent are highly capable to shape cohesive and
successful work teams more rapidly as compared to individuals who are less emotionally
intelligent (Jordan, Ashkanasy, Hartel, & Hooper, 2002). The emotionally intelligent leaders
are capable to judge at what time and wherever their authority is required. They adjust their
leadership style accordingly to obtain the finest from every individual employee.
Successful leaders control their emotions and don’t let emotions to control them. They
facilitate their employees in achieving goals because of their trustworthiness, social skills,
self regulation, and self awareness. Leaders having developed emotional intelligence better
prepared to handle challenges. They have a diversity of stuffs and methods to build stronger
relationships with employees. For achieving goal lucratively, it’s crucial to provide relax,
calm and productive settings to employees so that they perform effectively and efficiently.
There are various studies that institute the significance of emotional intelligence of leaders
and employee performance (Bradberry & Greaves, 2003; Singh, 2003; Ruderman, Hannum,
Leslie& Steed, 2001; Caruso, & Salovey, 2004; & George, 2000).
Carmeli (2003) found in his study that emotional intelligence of senior managers in the
workplace enhances positive work attitudes, altruistic behavior and work outcomes. The
mainly vital negative job experiences connected with organizationally linked rather than
operationally linked (Hart, Wearing and Headey, 1995). Reilly (1994) in a study of hospital
nurses found the negative relationship between EI and burnout. If an employee shows
emotional intelligence with low emotionally intelligent leader there is more chances of
employee burnout which badly impact the performance of employee. Improved emotional
intelligence can be considered as catalyzing consequence, it facilitates to influence
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intellectual capital that is a fundamental element for accomplishment of competitive
advantage (Rahim & Malik, 2010). Managers through good emotional intelligence obtain
enhanced outcome from employees that are beyond their expectations (Cooper, 1997).
The purpose of this study is to determine the impact of leaders’ emotional intelligence on
employee performance. This study exposed that how leaders’ emotional intelligence
influence quality of work life, minimize the burnout in employees and enhance employee
performance in medical sector of Pakistan. In Pakistan, research was already conducted on
telecom and banking sector regarding employees’ emotional intelligence but no research was
found in medical sector regarding leaders’ emotional intelligence in relation to employee
performance. As medical sector employees are serving humanity and show emotional
intelligence towards patients and their tensed relatives continuously. This research finds out
that how emotionally intelligent employee performance is affected by their leaders’
emotional intelligence in context to Pakistan medical sector. The results of this research can
add new dimensions in the human resource management practices, social sciences and
psychology.
2.0: LITERATURE REVIEW
2.1: Leaders’ Emotional Intelligence
Emotional intelligence refers to the capacity of recognizing own feelings and those of
others, for motivating ourselves, and for managing emotions well in ourselves and our
relationships (Goleman, 1998). Daniel Goleman has given the concept of “emotional
intelligence” (Goleman, 2004). It is an ability that can developed (Dulewicz & Higgs, 2004).
Emotional intelligence (EQ) is as much important as IQ that brings positive change and
makes an individual successful in their work as well as in personal lives (Druskat & Wolff,
2001). Individuals who are high in emotional intelligence come out as leaders because they
are more transformational in their leadership style (Zafra, Retamero, & Landa, 2008). It is
greatly influential than cognitive ability in solving problems and determining who will be top,
rising as leader, entrepreneur, board of director/executive or army general (Chopra & Kanji,
2010).
Leaderships’ fundamental element is Emotional intelligence (EI) (Nazarova, 2004). Nowack
describe that the top performing managers and leaders have considerably supplementary
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"emotional competence" than those managers who have less emotional competency. Leaders
who lead emotionally, recognize their feelings and differentiate and treat successfully with
the feelings of others always gain in numerous part of life (Badea & Pana, 2010). Managers
intensity of emotional intelligence signifies that managers are sensible on emotional
consciousness, self respect, flexibility, impressionability, advancement, inventiveness, chance
taking, mounting others, service direction, political consciousness, two way communication,
construction of relationships and mutual flexibility (Kulkarni, Janakiram & Kumar, 2009).
Highly emotionally intelligent leaders are superior leaders; they illustrate the obvious and
necessary links among the bigger series of emotional intelligence and control of skills and
abilities connected with leadership excellence which improve their leadership performance
(Ruderman, Hannum, Leslie & Steed, 2001). Successful managers express leadership
competence for the reason that leadership characteristic are fine confine in measures of
emotional intelligence (EQ) (Dijk & Freedman, 2007). Many studies found a significance of
leaders’ emotional intelligence for employees and organization (Killian, 2011; Brackett,
Rivers & Salovey, 2011; Voola, Carlson & West, 2004; Lopes et al, 2004).
2.2: Quality of Work life
Quality of Work life is defined as, “A set of objective organizational conditions and
practices designed to foster quality relationship with in the organization; employees
perceptions of the degree to which the organizational environment meets the full range of
human needs”.
The victory of an organization lie in the construction of prolongs relationships with the most
important reason of leadership being to encourage the feelings and emotions of individuals
linked with the organization (Weymes, 2003). Morin, Gagne & Cherre (2010) described that
when employees observe their effort optimistically, they have a tendency to obtain more
emotionally concerned in the organization and be likely to do additionally hard work,
collaborate more with others, and are more liable to provide the expected performance. This
can only possible when employee is provided with healthy work environment by leaders
through their emotional intelligence.
When leaders develop healthy workplace that will construct and consume employee teams to
enhance involvement of employees in problem solving, decision making and planning
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procedure (Nowack, 2006). Leaders who use their emotions intelligently they always build
strong relationship with their employees by providing them supportive and helpful
environment which results in not only good employee performance but also organization
success. Hence, managers capacity to “set the stage for commitment” by making appropriate
circumstances that help employees’ perception of significant work (Christian, Garza &
Slaughter, 2011).
Work timetable flexibility, workplace support, managerial support, and work-life balance are
underlying exogenous construct (Jang, 2009). This is only possible when leaders are
emotionally intelligent. Workplace conditions and well-being are positively linked with each
other (Sicking et al, 2010). The aspects that are vastly connected with wellbeing were high
control over work methods and procedures, a little intensity of observation and an
encouraging team leader (Holman, 2002). Leader through emotional intelligence creates
healthy work conditions and provide autonomy to employees which lead to wellbeing of
workplace and improve the quality of work life.
Leaders when implement flexible work provision and other guiding principle that encourage
flexibility inside the organization will add to improved health, best possible performance, and
dedication from employees (Casey & Grzywacz, 2008). A leader having emotional
intelligence skill is essential in order to construct an encouraging environment which make
possible to create constructive empowerment procedures that leads to subjective well-being
(Akerjordet & Severinsson, 2008). Therefore, leaders emotionally intelligent facilitate and
motivate employees and construct healthy environment.
H1: Leaders’ Emotional Intelligence is directly proportional to the Quality of Work life.
2.3: Burnout
When the challenge and demands of work turn out to be unnecessary, the strain of the
workplace go beyond workers’ capability to hold them, and satisfaction rotate into
disturbance, that creates burnout (Goutas, 2008). Burnout impact individual employees’
health and behavior (Bakker, 2009). Prolonged experience to work and life stressors results in
chronic burnout and the greater level of burnout in employees, there is probability that they
are to evaluate their job conditions as more difficult (Melamed et al, 2010). The burnout
influence motivation, job performance, turnover intention, turnover, absenteeism, health, life
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satisfaction, organizational citizenship, and many other variables (Lambert, Hogan & Jiang,
2010).
Burnouts involve that individual factors, work factors and work/home interference that play
significant parts in burnout (Langballe et al, 2010). Especially Job-related burnout impact the
value of service provided (Hsu et al, 2010). As if leaders don’t use emotions intelligently, it
will create mental problems for employees and creates job related burnout which impacts
their performance of employees. Employees in healthcare organizations focus to high stress
and burnout in their challenging responsibility; therefore there must be concentration on their
work life and intensity of burnout by the leaders (Lee & Cummings, 2008). So, Leaders must
facilitate and help their employees through their emotional intelligence which will reduce
burnout in employees.
Equal support from inside and outside the organization is linked with lesser intensity of
burnout (Sand & Miyazaki, 2000). Providing a well and broad working environment can
avoid mental health issues (World Health Organization, 2010). Leaders’ emotional
intelligence plays a vital role in providing healthy appropriate environment that facilitates
employees which leads to avoid burnout in employees. Interest and joy in work guard the
worker from burnout and little demands and maximum levels of social support reduce the
level of burnout (De Jonge, Janssen. & Van Breukelen, 1996). Tanner, Kalimo& Mutanen
(2002) found that lack of supervisor support, lack of appreciation and autonomy creates
burnout. Therefore, if leader is not emotionally intelligent, he/she creates hurdles for
employees rather than facilitating them which creates burnout in employees. Leader is the
one who can provide a constructive environment through emotional intelligence that can
reduce burnout in employees.
H2: Leaders’ Emotional Intelligence is inversely proportional to Burnout.
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2.4: Employee Performance
Employee Performance management is defined as “The development of individuals with
competence and commitment, working towards the achievement of shared meaningful
objectives with in an organization which supports and encouraged their achievements”.
Leaders are considered as role model for their subordinates who provide them direction,
guidance, supervision and motivation. Presence of emotional intelligence leads towards higer
level of cooperation of employee, motivation, performance, productivity, and profits (George,
2000). Supervisors’ utilization of emotion with the aspect of EI is constantly and equally
connected with constructive outcomes for subordinates (Kafetsios, Nezlek & Vasiou, 2011).
Emotionally intelligent leaders encourage creativity in their subordinates (Rego et al, 2007).
Leaders who are skilled to influence positively are more likely to facilitate employees (Isen,
1987). As a result employee will perform more than expectation. There is an association
among leader emotional intelligence, affective response, and follower motivation and
performance (Lewis, 2000). Higher levels of emotional intelligence let leaders to produce a
jointly approved set of standards to aid the improvement of employee potential in the
organization (Amos, Ristow and Ristow, 2004). Supervisors’ use of emotions is
optimistically connected to subordinates’ optimistic influence at work and job satisfaction
(Kafetsios, Nezlek & Vassiou, 2011).
An essential part of the improvement of leaders in attaining success is to enlarge and boost
emotional intelligence as a result leaders get employees to perform their jobs more
successfully and enhance job satisfaction (Feather, 2009).Emotional intelligence impact on
leadership roles that includes performance evaluation, motivation, support, development and
improvement has a positive impact on effectiveness of employees (Iordanoglou, 2007).
Therefore manager can boost EI ability in their organization by accentuate EI competencies
not only in feedback and mentoring programs but also in their selection and promotion
efforts (Berman& West, 2008).
H3: Leaders’ Emotional Intelligence directly proportional to Employee Performance.
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3.0: RESEARCH METHODOLOGY
The data was collected using questionnaire. Leaders’ emotional intelligence questionnaire
was adopted from Wong & Law 2002 consisting 16 items. For measuring, employee
performance questionnaire was adopted from Cravens et al. (1993) and Behrman & Perreault
(1982) which consist of 9 items. Quality of work life questionnaire was adopted from Weiss,
Dawis, England & Lofquist (1967), Vroom (1964) and Robinson, Athanasiou, & Head (1969)
which consisted of 12 items. For measuring, burnout questionnaire was adopted from
Maslach and Jackson (1981), which consisted of 22 items.
The data was collected using 5 points likert scale with 1 representing strongly disagree and 5
representing strongly agree. The reliability score for leaders’ emotional intelligence was .897,
employee performance was .821, Quality of work life was .762, and burnout was .734. The
questionnaires were distributed using self administered method to the respondent. 115
questionnaires were distributed and 92 received back making response rate 80%. Population
for present study includes employees consists of doctors working in medical sector of
Pakistan. Sample was selected using convenient sampling technique.
Descriptive statistics were used to show the demographics of participants via frequency
distribution as show in Table 1. Correlation matrix was utilized to investigate the association
among all variables of this study as show in Table 2. Mean and standard deviation of each
variable shown in table 3. Regression analysis was conceded out to illustrate the strength
among independent and dependent variable and to determine the impact that an independent
variable have on the dependent variable as show in Table 4.
Table 1. Demographics
DEMOGRAPHIC VARIABLES FREQUENCY %AGE
Age
21-25 5 5.4%
26-30 30 32.6%
31-35 6 6.5%
36-35 18 19.6%
41 or above 33 35.9%
Gender Male 34 37%
Female 58 63%
Education
Bachelors 51 55.4%
Master or
above
41 44.6%
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Table 2. Mean & Standard Deviation
Mean Std. Deviation
LEM 50.2833 9.63345
QWL 40.6223 5.31809
BO 68.7268 8.51294
EP 31.8623 4.02982
N=92. Independent Variable; Leader Emotional Intelligence. Dependent Variables;
Quality of Work Life, Burnout, Employee Performance.
Table 3. Correlation Matrix
LEI QWL BO EP
LEI 1 .217* .107 .352**
QWL .217* 1 .267* .217*
BO .107 .267* 1 .204
EP .352** .217* .204 1
* Correlation is significant at the 0.05 level (2-tailed).
** Correlation is significant at the 0.01 level (2-tailed).
N=92. Independent Variable; Leader Emotional Intelligence. Dependent Variables;
Quality of Work Life, Burnout, Employee Performance.
Table 4. Regression Analysis
Variables Beta t-value Sig R Square
QWL .217 2.104 .038 .047
BO .107 1.017 .312 .011
EP .352 3.570 .001 .124
N=92. Independent Variable; Leader Emotional Intelligence. Dependent Variables;
Quality of Work Life, Burnout, Employee Performance.
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4.0: DISCUSSION AND ANALYSIS
The purpose of the study was to study the impact of leaders’ emotional intelligence (LEI) on
employee performance among medical sector employees of Pakistan. The correlation matrix
indicates that leaders’ emotional intelligence significantly correlated with quality of work life
(.217*) and as per regression analysis it is strong predictor of quality of work life (t = 2.104).
If leader is emotionally intelligent he/ she will provide a facilitating working condition to its
employees. As means of work dynamic that affect workplace well-being are job control, role
overload, social support and supervisor behavior which lead to organizational efficiency
(Gilbreath & Montesino, 2006). Leaders’ emotional intelligence plays a vital role in
providing environment at workplace that provides an ease to employees to work effectively
and efficiently and achieve organizational goal lucratively. Therefore emotions in
organizational settings offer fresh and significant approach into the means in which people in
organizations act and advice for managers is to increase and to preserve a positive emotional
atmosphere in their organizations (Ashkanasy& Daus, 2002).
The correlation matrix indicates that leaders’ emotional intelligence significantly correlated
with employee performance (.352**) and as per regression analysis it is strong predictor of
employee performance (t =3.570). Emotional intelligence support leaders to influence climate
and employee performance in the health care industry (Catholic Health Association, 1994).
Leaders who are emotionally intelligent build a healthy relationship with employees. They
facilitate employees because they are socially aware, self-motivated and can control his/her
emotions and understand others emotions. Emotionally intelligent leaders know and aware
how to extract hidden competencies from their employees. Their moral support motivates
employees to contribute best of the best to the organization. Therefore if leader is emotionally
intelligent, employee performance increases which leads the organization towards success.
The correlation matrix indicates that leaders’ emotional intelligence not significantly
correlated with burnout (.107) and as per regression analysis it is weak predictor of burnout (t
=1.017). There are two factors found through meeting again with medical employees were on
job factors and social factors. It is found that medical job is very much demanding. Patients’
relatives’ behavior toward medical employees is very much harsh and work overload i.e.
more than required patients in a ward creates burnout in medical employees and not effected
by leaders’ emotional intelligence. Other factor is their social life. As major portion of the
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sample consist of female employees which is also a reason for insignificant relation between
leaders emotional intelligence and burnout. As in Pakistani culture females who are doing
job, with job has to oversee household work, children and family. Due to fatigue females
cannot give appropriate time and attention to their family which creates problems in their
personal relationships and families. Due to lack of social support at home is the major cause
of burnout in medical employees. Therefore, due to on job factors and social factors, medical
employees’ burnout is not affected by leaders’ emotional intelligence.
5.0: IMPLICATIONS
This study has a number of implications for medical sector. Insignificant relationship
between leaders’ emotional intelligence and burnout needs prompt observation. As medical
employees serve humanity, if medical sector employee in Pakistan has burnout it will affect
their mental and physical health. There is need to create awareness on media especially print
media to write and publish articles that motivate relatives of patients to respect medical
employees and relative of employees to support them.
Leaders’ emotional intelligence improves the quality of work life and employee performance.
So leaders should be emotionally intelligent. Human resource department should rate
emotional intelligence with performance for promoting employee as a leader. Emotional
Intelligence is an ability that can be developed through training (Dulewicz & Higgs, 2004).
There should be an arrangement of the training program for managers and peers so that they
can enhance their skill and dynamically take part in the organization (Rahim 2010). In
training programs topic emotional intelligence must be taught in order to develop the
capability of emotional intelligence in leaders.
6.0: LIMITATIONS
Although the findings of this study add to a rising literature in the areas of leaders’ emotional
intelligence and employee performance. But numerous limitations constrain the analysis of
the study’s results. Due to having limited time, small sample size and economic constraints
this research is conducted in particular area of Pakistan.
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7.0: FUTURE RESEARCH DIRECTIONS
Future research is required to investigate leaders’ emotional intelligence with many other
variables like job satisfaction, organizational commitment, employee motivation etc. The
variables in this study can also applied in other sectors of Pakistan like telecom sector,
banking sector or many other sectors of Pakistan.
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