Date of Award
Spring 2012
Degree Type
Professional Project
Degree Name
Masters in Leadership Studies
Department
College of Professional Studies
Abstract
The purpose of this ethnographic qualitative study was to explore the relationships between an employee’s engagement and the emotional and social intelligence of the employee’s manager. The participants were certain employees of a Midwest manufacturer who were chosen by purposeful, criterion sampling. Direct reports of the chosen and consenting leaders were asked to complete a survey designed to measure the employee’s assessment of the social and emotional intelligence of their leaders. A total of 42 reports and 21 managers participated in this portion of the study. The emotional intelligence survey results were coded, reviewed and compared with the engagement survey scores provided by the participants and were analyzed to determine emerging themes. The consenting employees were also asked to complete a survey that scored their engagement at a point in time and these results were also coded and reviewed to determine any emerging themes. A total of 64 reports and 21 managers participated in this portion of the study. Additionally, eight consenting participants were selected to provide more in-depth information about their assessment of the emotional intelligence characteristics of their respective leaders and the associated affect on employee engagement. The results of this study support other research relating to the significance of an emotionally intelligent leader’s ability to better engage his or her direct reports. Information obtained from this study may serve as a basis for the design of coaching and training techniques for individuals and teams.
Comments
The purpose of this ethnographic qualitative study was to explore the relationships between an employee’s engagement and the emotional and social intelligence of the employee’s manager. The participants were certain employees of a Midwest manufacturer who were chosen by purposeful, criterion sampling. Direct reports of the chosen and consenting leaders were asked to complete a survey designed to measure the employee’s assessment of the social and emotional intelligence of their leaders. A total of 42 reports and 21 managers participated in this portion of the study. The emotional intelligence survey results were coded, reviewed and compared with the engagement survey scores provided by the participants and were analyzed to determine emerging themes. The consenting employees were also asked to complete a survey that scored their engagement at a point in time and these results were also coded and reviewed to determine any emerging themes. A total of 64 reports and 21 managers participated in this portion of the study. Additionally, eight consenting participants were selected to provide more in-depth information about their assessment of the emotional intelligence characteristics of their respective leaders and the associated affect on employee engagement. The results of this study support other research relating to the significance of an emotionally intelligent leader’s ability to better engage his or her direct reports. Information obtained from this study may serve as a basis for the design of coaching and training techniques for individuals and teams.