Emotional intelligence and effective leadership evidence from second cycle schools in Kumasi.
| dc.contributor.author | Rohn, Emmanuel | |
| dc.date.accessioned | 2016-10-03T10:44:58Z | |
| dc.date.accessioned | 2023-04-20T12:49:04Z | |
| dc.date.available | 2016-10-03T10:44:58Z | |
| dc.date.available | 2023-04-20T12:49:04Z | |
| dc.date.issued | September 2015 | |
| dc.description | A Thesis submitted to the Department of Sociology and Social Work in partial fulfillment of the requirements for the degree of MPhil Sociology, | en_US |
| dc.description.abstract | This study seeks to contribute to the body of knowledge on organizational behaviour and human resource development literature by empirically examining emotional intelligence as determinant of leadership effectiveness, conflict management, and extra efforts arousal in employees in second cycle educational institutions in Ghana. Data to address this objective were collected using questionnaires from 6 senior high schools in the Kumasi Metropolis. 380 questionnaires were administered and a response rate of 96.39% was attained. Both descriptive and inferential statistical tools and procedures were employed in analysing data collected. Specifically, in estimating the study's proposed model, Ordinary Least Square (OLS) regression analysis was used by building and testing for series of hierarchical models. In all, after controlling for nine personality disposition variables, the study's proposed model significantly accounted for 5.5%, 3.1%, and 7.1% variations leadership effectiveness, conflict management, and extra efforts respectively. The study's results indicated that emotional intelligence has significant direct effects on leadership effectiveness and extra efforts among followers but its effects on conflict management is fully transmitted through leadership effectiveness. That is, emotional intelligence was found not to significantly relate to conflict management directly. By implication, the study points out that, leaders’ ability to manage conflicts well and or arouse extra efforts in followers at the workplace is to a larger extent depended on leaders’ level of effectiveness, which could largely be enhanced when leaders are emotionally intelligent. Based on these findings, it is recommended that managements and as well appropriate educational agencies should engage such leaders in activities (e.g. continuous training and counselling) which could improve their emotional intelligence level. | en_US |
| dc.description.sponsorship | KNUST | en_US |
| dc.identifier.uri | https://ir.knust.edu.gh/handle/123456789/9036 | |
| dc.language.iso | en | en_US |
| dc.title | Emotional intelligence and effective leadership evidence from second cycle schools in Kumasi. | en_US |
| dc.type | Thesis | en_US |
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