The Impact of Using the Emotional Intelligence on the Effectiveness of the Leadership in Decision-Making in the Jordanian Business Organizations: An Empirical Study on the Working Banks in the Northern Governorate of Irbid, Jordan

Hamdan Rasheed Abdullah Al-Jammal

Abstract


The study is concerned with the emotional intelligence in the surveyed organizations and its impact on them as well as on its employees. The researcher collected data and information from primary and secondary sources through preparing a questionnaire and determining its four axes: self-awareness, self-control, emotional balance and adopting the democratic style at work and distributing it to managers and their assistants in the banks mentioned in the study population. The study reached to the following results:

1. The study found that there is a relationship between self-awareness (self-realization) and the effectiveness of leadership in decision-making, where leaders exceed all their problems in the past, be able to determine the feelings of others toward them, show enthusiasm in dealing with employees, enjoy making friends with them, and deal objectively with all the issues in the organization.

2. The study found that there is a relationship between self-control and the effectiveness of leadership in decision-making, where leaders are open to employees in a codified method to keep calm, feel scared of talking in meetings, do not feel a sense of anger at criticizing any of the employees, involve their emotions and feelings when discussing with any employee, show their anger during discussing with any employee, make others feel they are liked during discussion and finally listen well and not interrupting others.

3 - The study found that there is a relationship between the emotional balance and the effectiveness of leadership in decision-making, where leaders held themselves accountable after each discussion, sit in quiet and contemplative sessions after work, are able to solve problems quietly, and are characterized with flexibility in dealing with their problems.

4. The study found that there is a relationship between adopting the democratic style and the effectiveness of leadership in decision-making, where leaders do not allow others to participate in the traditional decisions, consult some employees when making decisions, involve employees in taking vital decisions, collect data and information before making decisions, delegate some employees with decision making, hold employees responsible for the wrong decision, and employ emotions when trying to convince others with a certain decision.

The study recommended that there should be programs to develop the leadership ability to strengthen the sense of the self-awareness of managers and other employees in the field of decision-making. Furthermore, Leaders should exceed all their previous events that may adversely affect the work of the organization not allowing them to affect them negatively when making decisions or dealing with employees.

The study also calls for leaders and managers to control themselves while dealing with employees and not allowing anger at work to control them leading to hasty decisions resulting from the impact of anger or instability. They also should choose the proper and convenient time to study the alternatives and select the appropriate alternative to achieve the goals and objectives of both the organization and employees far from all the negative attractions.

The study called for employees in management and decision-making in the surveyed organizations to hold quiet sessions after work to review their work and relationships arising from working with employees; self-accountability is one of the best means that verifies and activates the emotional intelligence among employees in the organization, especially the decisions issued and the problems they face as well as their review for the proposed solutions.

The study recommended organizations to prepare training programs to develop the emotional intelligence of all employees either managers or subordinates of the surveyed organizations and make the emotional intelligence a part of the culture of the organization to reach to its dimensions so as managers can be role models for other employees.

It also recommended to adopt the democratic style in management to remove the physical and moral barriers between managers and other employees, involve employees in decision-making and achieve their needs and desires and finally increase the social gatherings among all employees outside work, such as holding concerts, seminars and trips so as employees can get closer to each other in an environment of love and contentment.

The study also calls for researchers to pay greater attention to the emotional intelligence due to its significant role in raising the morale of employees and achieve satisfaction and goals of the organization.


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DOI: https://doi.org/10.5296/ijhrs.v6i4.10338

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