Managerial Effectiveness: Impact of Emotional Intellegence and Work-Family Role Conflict in Work Organizations in Nigeria

Abstract

This study investigated the impact of emotional intelligence and workfamily role conflict on managerial effectiveness of managers in work
organizations in Nigeria. The descriptive survey research method was adopted for the study. Instruments used for data collection in this study
are: Emotional Intelligence Scale, Work-Family Role Conflict Scale and
Managerial Effectiveness Scale. Linear Regression Analysis was used to test hypotheses that were generated for the study at 0.05 alpha levels.
Finding reveals that there was a significant combined contribution of
emotional intelligence and work-family role conflict to managerial effectiveness. Also, it was found that emotional intelligence significantly predicts managerial effectiveness of the managers. Also, the finding shows that there is no significant contribution of workfamily role conflict to managerial effectiveness. Besides, the finding indicates that the role conflict experienced by the managers resulting from work-family role interface has deleterious effects on their performance effectiveness. Based on the findings of the study, the emotional intelligence of the managers needs to be considered in the selection and placement process for managerial effectiveness to be guaranteed. The managers with high emotional intelligence should be posted to highly challenging managerial positions while the low emotional intelligence should be posted to less challenging managerial positions for their leadership effectiveness to result in goals achievement.

Keywords: Emotional intelligence, role conflict, managerial effectiveness,
organizations, Nigeria