CHAPTER ONE
INTRODUCTION
1.1 Background to the study
When the concept of EI was first popularized in 1995, it was touted as the missing link as to why people with average Intelligence Quotients (IQs) outperform those with the highest IQs 70% of the time. This anomaly led to a re-evaluation of what was assumed to be the sole source of success IQ. Subsequently, decades of research now point to EI as a critical factor that sets star performers apart from the rest of the pack. Among other measures, the level of EI may be measured by the Emotional Quotient (EQ) through the use of personality tests and questionnaires.
In the workplace, EI has been associated with the extent to which managers conduct themselves in ways that are supportive of the goals of the organization, according to the ratings of their supervisors. Similarly, EI is hypothesized to influence the success with which leaders interact with employees, the strategies they use to manage conflict and stress and overall job performance. The level of EQ quantifies that “extra something” in each of us that is intangible. It affects how we manage behavior, navigate social complexities, and make personal decisions that achieve positive results.
EI is made up of four core skills that pair up under two primary competencies: personal competence and social competence.
i. Personal competence is focused on a person’s self-awareness and self-management skills rather than that person’s interactions with others. Personal competence describes the ability to be aware of one’s emotions, and manage behavior and tendencies.
ii. Social competence comprises social awareness and relationship management skills. Social competence measures the ability to understand the moods, behavior, and motives of others in order to improve the quality of relationships.
EI, intelligence and personality are essential and distinct parts of the whole of an individual. EI taps into a fundamental element of human behavior that is distinct from intellect. There is no known connection between the IQ and EI i.e. you simply cannot predict EI based on how smart an individual is. Intelligence is the ability to learn, and it’s the same at age 15 as it is at age 50. EI, on the other hand, is a flexible set of skills that can be acquired and improved with practice. Although some people have naturally higher levels of EQ than others, levels of EQ can be easily improved. Personality is the final piece of the puzzle. It’s the stable “style” that defines a person. Personality is the result of hard-wired preferences, such as the inclination toward introversion or extroversion. However, like IQ, personality can’t be used to predict EI. Similar to IQ, personality is mostly stable over a lifetime and rarely changes. IQ, EI, and personality each cover unique grounds and help to explain what makes a person tick.
Also, it is often argued that a leader’s level of EI influences the development of the group’s emotional intelligence (GEI), which is measured by a team’s ECGN. Secondly, it is hypothesized that the presence of ECGNs will positively influence team effectiveness. EI competencies have been shown to be significantly related to individual performance both in cognitive tasks where the individual is under stress and in tasks where individuals are interdependent on one another. At the team level, the study of emotions and the effects of emotions on team performance is a relatively new avenue of research. Since teamwork is an inherently social activity, emotions play an important role in team effectiveness.
Generally, manufacturing firms follow the traditional hierarchical organizational structure, consisting of a Board of Directors, Chief Executive Officer, Chief Operations Officer, department heads, team leaders and then employees. The key functions of a manufacturing company include production, purchasing, marketing, technical, accounting, and customer service. The leadership style and corporate attitude of the organization has a direct impact on team performance. A team leader is the fulcrum of the team and determine the success or failure of the team at achieving organizational objectives. Hence, significant effort is put into the recruitment and training of leaders to ensure the smooth execution of management strategies through proper utilization of the organizational resources.
Typically, team leaders are responsible for breaking down the organizational goals into achievable tasks to be executed by mid-level and junior staff, as well as monitoring performance. Employees (human capital) are a key resource in achieving the goal of any organization. Usually, employees are subject to the leadership style and direction of the team leader. The achievement of organizational goals is hinged on the team leader’s ability to motivate employees towards attaining set targets. This ability is heavily influenced by EI, as the team leader’s EI is a key determinant of his leadership style and consequently, his method of motivating employees.
Upon this background, this study is poised to investigate and appraise to the best of the researcher’s ability the impact of EI on leadership styles in organizations.
1.2 Aim and Objectives of the Study
The aim of this research is to assess the relationship between a team leader’s EI competencies and the emergence of emotionally competent norms in a team using selected manufacturing firms in Enugu as a case study. Specifically, the study examines the relationship between the EI of a leader and the GEI as well as the effect team performance. The enumerated objectives include the following:
· To examine the impact of EI on leadership styles.
· To scrutinize the various challenges associated with achieving team tasks.
· To assess the level of interaction between the team leader’s level of education, intelligence and EI.
· To evaluate the impact of a team leader’s management style on team performance.
1.3 Problem Statement
In manufacturing firms, production activities are executed by teams headed by a leader. Having observed the essential nature of highly functioning teams for achieving the goals of manufacturing firms, there is a need to evaluate the effect of EI on the team leader’s management style. As a result, an appraisal of the adopted management style regarding the achievement of set objectives is required. Relevant economic data and indicators need to be generated to make an informed decision on whether the adopted leadership style is appropriate or needs to be changed. Without relevant economic data, there will be a great challenge in attempting to analyze the true impact of the team leader’s leadership style on team performance, as various theories have been propounded with differing views on the subject matter.
Several scholars have attempted to provide a definition of various dimensions of EI. However, few studies presented a comprehensive evaluation of the effect of a leader’s EI on achieving organizational targets in developing countries. Most studies totally ignore the economic benefits while some do not fully acknowledge the downsides of its absence. This is often due to a poor understanding of the intricacies of such theories. Although some studies have been conducted in other countries or economies, it is important to note that it is difficult to translate studies on leadership styles from one country to another. Even leadership styles that appear similar across countries on the surface may be different due to cultural, historical and legal variations. Thus, the need to carry out this study to reflect the impact of a leader’s EI in the Nigerian manufacturing environment and the conditions attaching thereto.
1.4 Research questions
This study intends to provide an answer to the following questions:
1. To what extent has EI influenced the leadership style of team leaders?
2. What factors are responsible for an individual’s level of EQ?
3. Who is the impact of the team leader’s leadership style on the achievement of organizational goals?
4. What steps can be taken to ensure motivate employee for the achievement of the organizational targets?
1.5 Statement of Hypotheses
1. H0: There is no significant relationship between the leadership style of a team leader and the achievement of organizational goals.
Hi: There is a significant relationship between the leadership style of a team leader the achievement of organizational goals.
2. H0: The EI of a team leader has no impact on the leadership style adopted.
Hi: The EI of a team leader has a significant impact on the leadership style adopted.
1.6 Scope of study
The study was limited to selected manufacturing firms within the Enugu metropolis.
1.7 &