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Managerial Effectiveness: Impact of Emotional Intelligence and Work-Family Role Conflict in Work Organizations in Nigeria.
Abstract
This study investigated the impact of emotional intelligence and work-family 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 work-family 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.
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 work-family 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.
