IJMB Journal – Abstracts
International Journal of Management and Business
IJMB Volume X, Issue 1
Reasons for and Consequences of Choosing Emotionally Weak Managers
Keijo Varis and Ari Jolkkonen
Turku University of Applied Sciences
E-mail: keijo.varis@turkuamk.fi
ABSTRACT
The study examined the perceptions of Finnish human resource managers about the prevalence, quality and causes of problems with emotional intelligence in organizations where they have worked during their careers. In addition, the values of HR managers and their perceptions of the top managers’ values in their organizations were examined. The research was based on a web survey conducted for 75 Finnish HR managers, which was put on the website of HENRY RY, the association of Finnish HR managers. The results of the survey were quantitatively analysed by the SPSS statistical program and qualitatively by content analysis. This is a so-called mixed-method study.
The study is unique in the sense that we have never been aware of the importance of emotional intelligence, analysis and recommendations by human resource experts in the final management choices in relation to managerial candidates’ other skills and past performance scores, and in the final selection decisions of senior executives. On the other hand the differences in the values of HR managers and senior managers have never been mapped out in the same study, nor has the potential impact of this on managers’ choices been studied. Normally, organizational research contributions are based on narrow focus of research. The contribution of this research is based on its diversity and its ability to link several research fields and theories in the same study.
The research done attempts to combine leadership psychology, human research management and occupational health-care research and find new paths to a great solution for people not having fun in their work but suffering mentally and seeking sick leaves or even early retirement because of mental reasons. We claim that this is due to two things. The fact that people with weak emotional intelligence are chosen as managers because of the lack of emphasis on good leadership and emotional intelligence in final management choices. This is due to the fact that senior management value other values more than emotional intelligence, and HR management has not been able to validate the importance of emotional intelligence in the final choices of managers. This study did not, therefore, examine the direct performance and economic impact of leadership and emotional intelligence, but the importance of emotional intelligence as a determinant of moral and employee well-being in the field of leadership.
The study revealed the causes of problems with emotional intelligence and the lack of emphasis on emotional intelligence in the selection of new managers. In addition, the study revealed that HR professionals and managers are not able to adequately influence the selection of new managers.
This may be due to the fact that, according to the study, HR managers and senior executives have very different values, and they emphasize these values differently when choosing new managers. The values of the top executives override the values of HR managers in the selection of new managers.
However, HR managers and senior executives also have some similar values. By focusing on these values, HR managers could be able to strategically build more confidence in their own judgment in the eyes of top managers, and persuade them to place more emphasis on the importance of emotional intelligence in choosing new managers. Almost all HR managers were of the opinion that emotional intelligence should be emphasized more when choosing new managers.
We suggest that emotional intelligence should in the future be included in as a factor to the concept of ethical leadership and culture of organizations. We also suggest that organizations and HR managers should use emotional intelligence scores as a metric in manager candidate selection in order to increase their chances of hiring an effective leader.
Keywords: Problems with emotional intelligence, Selection of managers, HR and Top Managers, Values
Click for full manuscript (PDF) or back to Volume 10-1, Table of Content.