The relationship between emotional intelligence and leadership among middle managers in Namibia

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dc.contributor.authorHoffmann, Birgiten_US
dc.date.accessioned2014-02-07T14:08:19Z
dc.date.available2014-02-07T14:08:19Z
dc.date.issued2010en_US
dc.descriptionthesis submitted in partial fulfillment of the requirements for the degree of Master of Artsen_US
dc.description.abstractAbstract providced by authoren_US
dc.description.abstractLooking at the need for leadership ability from a more global perspective, it is evident that organizations world-wide are undergoing changes. To remain competitive and relevant, Namibian organizations must change to survive in an increasingly globalised and hyper-turbulent global market. Effective leadership is seen as one of the elements that can alter behaviour and make change happen. This study explores the relationship between emotional intelligence traits and leadership among 148 middle managers in Namibia working in Windhoek-based organizations. Its purpose is to investigate if individual traits of emotional intelligence may give an indication of possible leadership behaviour, looking at transformational, transactional and laissez faire leadership styles. Evidence of such a link would be considerable for organizations in their quest to find talent and develop and train this talent to take on future leadership positions. Two instruments were used to collect data relevant to the study, i.e. The Trait Emotional Intelligence Questionnaire (TEIQue) measuring trait emotional intelligence; and the Multifactor Leadership Questionnaire (MLQ), measuring leadership style. A A detailed statistical analysis was performed, revealing that Namibian middle management is predominantly entrenched within the transactional leadership style. There was no significant relationship between emotional intelligence and transactional leadership style. The transformational leadership style was positively related to emotional intelligence. The laissez-faire style was negatively related to emotional intelligenceen_US
dc.description.abstractFinding, however, a lower emotional intelligence score within the Namibian sample compared to leaders elsewhere, it can be argued that efforts to improve emotional intelligence within middle management leadership will most likely improve transformational leadership abilities. Numerous opportunities are suggested to develop emotional intelligence, focussing on educational institutions, organizations and private sector as well as Governmenten_US
dc.description.degreeWindhoeken_US
dc.description.degreeNamibiaen_US
dc.description.degreeUniversity of Namibiaen_US
dc.description.degreeMaster of Artsen_US
dc.description.statusSuccessfully Downloaded file :http://wwwisis.unam.na/theses/hoffmann2010.pdfen_US
dc.format.extentx, 163 pen_US
dc.identifier.isisF004-199299999999999en_US
dc.identifier.urihttp://hdl.handle.net/11070/539
dc.language.isoengen_US
dc.masterFileNumber3802en_US
dc.source.urien_US
dc.source.urihttp://wwwisis.unam.na/theses/hoffmann2010.pdfen_US
dc.subjectLeadershipen_US
dc.subjectIndustrial managementen_US
dc.subjectEmotional Intelligenceen_US
dc.titleThe relationship between emotional intelligence and leadership among middle managers in Namibiaen_US
dc.typeThesisen_US
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