FYP Research on emotional intelligence in managerial decision making !

1. POOJA jasani

2. Introduction

3. What is ‘Emotional Intelligence’ (EI) ?

4. What is ‘Decision Making’ ?

5. Where & Between Whom
‘Decision Making’ Takes Place ?
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6. Emotional Intelligence
+
Decision Making
 Knowing that EI is tied to being a successful manager, skills of these managers are as such:
 Flexibility- creates a well balanced working environment
 Ability to manage conflicts- able to handle stressful situations
 Persuasive nature- able to persuade and get the message through
 Sociability-able to interact with fellow colleagues
 This skills become increasingly important with advancing level in the managerial hierarchy .
 EI is an important skill to be acquired by managers for all managerial activities in right decision
making forever evolving organization environment and uncertainty in tasks in a job scope.

7. Research Question(s)

8. Hypothesis

9. Methodology

10. Results : T - Test
 Gender and emotional intelligence
 There was significant difference in the scores
for:
Females (M=229.52, SD=20.86)
Males (M=235.99,SD=23.69)
on emotional intelligence:
t(216)=-2.13, p=.03, d=0.29 ,95%CI (-12.46,-.48)
 Gender and decision making
 There was no significant difference in the scores
for:
Females (M=158.37,SD=22.98)
Males (M=155.15,SD=18.28)
on decision making style:
t(216)=1.14, p=.26, d=0.16, 95%CI (-2.35, 8.79)

11. Results : T - Test
 Male and female have different level of emotional intelligence. Significant difference
was found in the score. Thus, this confirms the hypothesis.
 The study by Chu (2002) revealed that males have high level of emotional intelligence than
that of females.
 The probable reason for the present finding might be due to the fact that emotional
intelligence primarily deals with managing and expressing once emotions as well as social
skills.

12. Results : T - Test
 Male and female have different level of decision making style. No significant difference
was found. Therefore, hypothesis #2 is rejected.
 Chu (2002) showed men and women both carefully process information , they retrieve the
relevant decision-related data from their memories. They then categorize the data if it is very
diverse, think logically about the alternatives, predict results, evaluate the consequences, solve
the problems posed by the situation, and monitor all decision stages.
 To some extent, the equivalence in these intellectual aspects in the sample study shows that
gender differences are closer to behavioral styles and to the demands of men and women’s
social roles than to the intellectual competences and capacities.

13. Results : Anova
 Four age groups with Emotional Intelligence:
 There was no significant difference found on the
4 age groups:
21-30 (M=232.90,SD=26.67)
31-40 (M=232.60,SD=21.54)
41-50 (M=230.69,SD=19.13)
51-60 (M=238.00,SD=28.07)
with emotional intelligence:
F(3, 212) =.53 , p= .66
 Four age groups with Decision Making style
 There was no significant difference found on the
4 age groups:
21-30 (M=157.80,SD=18.32)
31-40 (M=155.60,SD=20.98)
41-50 (M=159.01,SD=22.42)
51-60 (M=148.38,SD=18.11)
with decision making style:
F(3, 212)=1.29 , p=.28

14. Results : ANOVA
 Hypothesis 3 stated that there were no differences in emotional intelligence in the four
age groups. The results showed that there was no significant difference found in
emotional intelligence and the four groups and hereby the hypothesis is accepted.
 Rooy et al (2004) stated that no existing studies have provided this information and
although the results may not have direct relevance to applied industrial-organizational
psychologists’, such interactions have important implications for psychologists’
investigating aging and developmental processes.

15. Results : ANOVA
 The four age groups have different decision making styles. Based on the data analysis,
no significant difference was found and hereby this hypothesis is also rejected.
 The study done by Sporten et al (2010) showed that older adults are less willing to take
risks than young adults in certain area of decision making such as financial issues and
ambiguity behaviour changes with age.

16. Results : Pearson’s Correlation
 Emotional Intelligence and Decision Making style: -
 EI and Rational decision making style
 There was no significant correlation between variables, Total of emotional intelligence with
rational decision making style;
r(216)= .04 , p=.61
 EI and Intuitive decision making style
 There was no significant correlation between variables, Total of emotional intelligence with
intuitive decision making style:
r(216)=.12, p=.08

17. Results : Pearson’s Correlation
 EI and Dependent decision making style
 There was no significant, negative correlation between variables, Total of emotional
intelligence with dependent decision making style;
r(216)=-.06, p=.37
 EI and Avoidant decision making style
 There was no significant, negative correlation between variables, Total of emotional
intelligence with avoidant decision making style;
r(216)=-.05, p=.49

18. Results : Pearson’s Correlation
 EI and Spontaneous decision making style
 There was no significant, negative correlation between variables, Total of emotional
intelligence with spontaneous decision making style;
r(216)=-.001, p=.99

19. Results : Pearson’s Correlation
 The hypothesis states that, there is a relationship between emotional intelligence and
decision making styles. However, based on the results, no significant difference was
found between emotional intelligence and decision making style. Thus, this rejects the
hypothesis.
 Five aspects of decision making style
Rational Decision Making Style
Intuitive Decision Making Style
Dependent Decision Making style
Avoidant Decision Making Style
Spontaneous Decision Making Style

20. Limitation(s)

21. Recommendation(s)
 Further Research:
 Larger scale
 Manager in specific companies
 Same level of managerial position
 Between 2 companies for comparative studies
 Be specific on a particular age group

22. Conclusion(s)
 Emotionally intelligent manager make better decisions, improve judgments and
visualize facts clearly even when feelings or emotions are overpowering them.
 Balancing their thought and their feeling as they have to make decision without
allowing strong emotions to blind them is a skill that all managers should have.
 Within males and females gender for EI, there were significant difference. It showed
males could handle emotions better than females because emotional intelligence score
was higher for males than females.

23. Conclusion(s)
 As for decision making style, the research did not show any significant
difference between gender.
 Where else, across several age group researched in this paper neither EI or
decision making styles showed significant difference .
 Finally this research promptly indicates, the most used decision making style by
managers use intuitive style and this reflect that human refers to history and
improve the current situation based on experience.

24. Reference(s)
 Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd edition).Hillsdale, NJ:
Erlbaum.
 Diggins, Cliona, 2004. Emotional intelligence: The key to effective performance. Human Resource
Manage., 12(1): 33-35.
 Downey, L.A., V. Papageorgiou and Stough, 2006. Examining the relationship between leadership,
emotional intelligence and intuition in senior female managers. Leadership and Organization
Development J., 27(4): 255-258.
 Goleman,D.(1998).Working with emotional intelligence.New York:Bantam Book .
 Patton, John, R., 2003. Intuition in Decisions. J. Management Decision, 41(10): 989-996.

25. Reference(s)
 Scott, S. G., & Bruce, R. A. (1995). Decision-making style: The development
and assessment of a new measure. Educational and Psychological Measurement,
55, 818–831.
 Spicer, David P. and Sadler-Smith, Eugene. 2005. An examination of the general
decision making style. J. 23. or Managerial Psychol., 20(2): 137-149.
 Tatum, Charles B., Eberlin, Richard, Kottraba, Crin, Bradberry and Travis, 2003.
Leadership, Decision Making and Organization Justice. J. Management
Decision, 41(10): 1006-1016.
 Tischler, Len, Biberman, Jerry and Mckeage, Robert, 2002. Linking emotional
intelligence, spirituality and workplace performance. J. Managerial Psychol.,
17(3): 203-218.