The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector

Refat Alfaouri; Esra' Tahat

doi:doi:10.11648/j.jbed.20200503.16

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The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector

Refat Alfaouri, Esra' Tahat

Published in Journal of Business and Economic Development (Volume 5, Issue 3)

Received: 29 June 2020 Accepted: 17 July 2020 Published: 20 August 2020

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Abstract

The study aims at determining the level of influence of Emotional Intelligence (EI) of the managers of the Jordanian Telecommunication companies on their leadership style, also, it’s an attempt to find is there democratic and autocratic managers due to (EI) in the same companies and if there is a difference on senior and junior managers due to (EI). A random sample of (115) manager and supervisor was selected from the three Telecom. Companies (Zain, Umniah and Orange) for investigation. Data was collected by a questionnaire developed by the researchers and statistical analysis; mean and standard deviation, Pearson coronation coefficient and one way ANOVA, was applied to answer the questions and hypothesis of the study. The results of the study revealed that most of the telecommunication managers feel that (EI) is so important and helpful in their work, also, Democratic and senior managers show the same influence by (EI) in comparison with autocratic and junior managers. The study recommended that, the three Jordanian telecom. Companies have to incorporate the (EI) more in their values and activities in order to inspire and motivate their subordinates, and building trust.

Published in	Journal of Business and Economic Development (Volume 5, Issue 3)
DOI	10.11648/j.jbed.20200503.16
Page(s)	164-171
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2020. Published by Science Publishing Group

Keywords

Emotional Intelligence, Leadership Telecommunication, Jordan

References

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[2]	“Antony, J. M’’. (2013). The Influence Of Emotional Intelligence On Organizational Commitment And Organizational Citizenship Behavior. Journal Of Social Science Research, 1 (1), 5-8. doi: 10.24297/jssr.v1i1.6674.
[3]	“Batool, B. F’’. (2013). Emotional intelligence and effective leadership. Journal of business studies quarterly, 4 (3), 84.
[4]	“Gardner, L., & Stough, C”. (2002). Examining the relationship between leadership and emotional intelligence in senior level managers. Leadership & organization development journal, 23 (2), 68-78.
[5]	“Jordan, P. J., & Troth, A”. (2011). Emotional intelligence and leader member exchange: The relationship with employee turnover intentions and job satisfaction. Leadership & Organization Development Journal, 32 (3), 260-280.
[6]	“Kerr, R., Garvin, J., Heaton, N., & Boyle, E”. (2006). Emotional intelligence and leadership effectiveness. Leadership & Organization Development Journal, 27 (4), 265-279.
[7]	“Lauren Landry”. (2019), Why Emotional Intelligence is important in leadership, Harvard Business School.
[8]	“Potter, E. M., Egbelakin, T., Phipps, R., & Balaei, B”. (2018). Emotional intelligence and transformational leadership behaviors of construction project managers. Journal of Financial Management of Property and Construction, 23 (1), 73-89.
[9]	“Al-Qeed, M. A., Khaddam, A. A. H., Al-Azzam, Z. F., & Atieh, K. A. E. F”. (2018). The effect of talent management and emotional intelligence on organizational performance: Applied study on pharmaceutical industry in Jordan. Journal of Business and Retail Management Research (JBRMR), 13 (1).
[10]	“Anne Segal, Melinda Smith, Lawrence Robinson, and Jennifer Shubin” (2019). Improving Emotional Intelligence (EQ).
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[12]	“Nicky & Roland”. (2007). Using emotional intelligence to identify high potential: A met competency perspective. Leadership & Organization Development Journal, 28 (8), 749-770.
[13]	“Vakola, M., Tsaousis, I., & Nikolaou, I”. (2004). The role of emotional intelligence and personality variables on attitudes toward organizational change. Journal of managerial psychology.

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APA Style

Refat Alfaouri, Esra' Tahat. (2020). The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector. Journal of Business and Economic Development, 5(3), 164-171. https://doi.org/10.11648/j.jbed.20200503.16

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ACS Style

Refat Alfaouri; Esra' Tahat. The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector. J. Bus. Econ. Dev. 2020, 5(3), 164-171. doi: 10.11648/j.jbed.20200503.16

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AMA Style

Refat Alfaouri, Esra' Tahat. The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector. J Bus Econ Dev. 2020;5(3):164-171. doi: 10.11648/j.jbed.20200503.16

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@article{10.11648/j.jbed.20200503.16,
  author = {Refat Alfaouri and Esra' Tahat},
  title = {The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector},
  journal = {Journal of Business and Economic Development},
  volume = {5},
  number = {3},
  pages = {164-171},
  doi = {10.11648/j.jbed.20200503.16},
  url = {https://doi.org/10.11648/j.jbed.20200503.16},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20200503.16},
  abstract = {The study aims at determining the level of influence of Emotional Intelligence (EI) of the managers of the Jordanian Telecommunication companies on their leadership style, also, it’s an attempt to find is there democratic and autocratic managers due to (EI) in the same companies and if there is a difference on senior and junior managers due to (EI). A random sample of (115) manager and supervisor was selected from the three Telecom. Companies (Zain, Umniah and Orange) for investigation. Data was collected by a questionnaire developed by the researchers and statistical analysis; mean and standard deviation, Pearson coronation coefficient and one way ANOVA, was applied to answer the questions and hypothesis of the study. The results of the study revealed that most of the telecommunication managers feel that (EI) is so important and helpful in their work, also, Democratic and senior managers show the same influence by (EI) in comparison with autocratic and junior managers. The study recommended that, the three Jordanian telecom. Companies have to incorporate the (EI) more in their values and activities in order to inspire and motivate their subordinates, and building trust.},
 year = {2020}
}

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TY  - JOUR
T1  - The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector
AU  - Refat Alfaouri
AU  - Esra' Tahat
Y1  - 2020/08/20
PY  - 2020
N1  - https://doi.org/10.11648/j.jbed.20200503.16
DO  - 10.11648/j.jbed.20200503.16
T2  - Journal of Business and Economic Development
JF  - Journal of Business and Economic Development
JO  - Journal of Business and Economic Development
SP  - 164
EP  - 171
PB  - Science Publishing Group
SN  - 2637-3874
UR  - https://doi.org/10.11648/j.jbed.20200503.16
AB  - The study aims at determining the level of influence of Emotional Intelligence (EI) of the managers of the Jordanian Telecommunication companies on their leadership style, also, it’s an attempt to find is there democratic and autocratic managers due to (EI) in the same companies and if there is a difference on senior and junior managers due to (EI). A random sample of (115) manager and supervisor was selected from the three Telecom. Companies (Zain, Umniah and Orange) for investigation. Data was collected by a questionnaire developed by the researchers and statistical analysis; mean and standard deviation, Pearson coronation coefficient and one way ANOVA, was applied to answer the questions and hypothesis of the study. The results of the study revealed that most of the telecommunication managers feel that (EI) is so important and helpful in their work, also, Democratic and senior managers show the same influence by (EI) in comparison with autocratic and junior managers. The study recommended that, the three Jordanian telecom. Companies have to incorporate the (EI) more in their values and activities in order to inspire and motivate their subordinates, and building trust.
VL  - 5
IS  - 3
ER  -

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Author Information

Refat Alfaouri

School of Economics, Yarmouk University, Irbid, Jordan
Esra' Tahat

School of Economics, Yarmouk University, Irbid, Jordan

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APA Style

Refat Alfaouri, Esra' Tahat. (2020). The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector. Journal of Business and Economic Development, 5(3), 164-171. https://doi.org/10.11648/j.jbed.20200503.16

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ACS Style

Refat Alfaouri; Esra' Tahat. The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector. J. Bus. Econ. Dev. 2020, 5(3), 164-171. doi: 10.11648/j.jbed.20200503.16

Copy | Download

AMA Style

Refat Alfaouri, Esra' Tahat. The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector. J Bus Econ Dev. 2020;5(3):164-171. doi: 10.11648/j.jbed.20200503.16

Copy | Download

@article{10.11648/j.jbed.20200503.16,
  author = {Refat Alfaouri and Esra' Tahat},
  title = {The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector},
  journal = {Journal of Business and Economic Development},
  volume = {5},
  number = {3},
  pages = {164-171},
  doi = {10.11648/j.jbed.20200503.16},
  url = {https://doi.org/10.11648/j.jbed.20200503.16},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20200503.16},
  abstract = {The study aims at determining the level of influence of Emotional Intelligence (EI) of the managers of the Jordanian Telecommunication companies on their leadership style, also, it’s an attempt to find is there democratic and autocratic managers due to (EI) in the same companies and if there is a difference on senior and junior managers due to (EI). A random sample of (115) manager and supervisor was selected from the three Telecom. Companies (Zain, Umniah and Orange) for investigation. Data was collected by a questionnaire developed by the researchers and statistical analysis; mean and standard deviation, Pearson coronation coefficient and one way ANOVA, was applied to answer the questions and hypothesis of the study. The results of the study revealed that most of the telecommunication managers feel that (EI) is so important and helpful in their work, also, Democratic and senior managers show the same influence by (EI) in comparison with autocratic and junior managers. The study recommended that, the three Jordanian telecom. Companies have to incorporate the (EI) more in their values and activities in order to inspire and motivate their subordinates, and building trust.},
 year = {2020}
}

Copy | Download

TY  - JOUR
T1  - The Impact of Emotional Intelligence on Leadership Style in Jordanian Telecommunication Sector
AU  - Refat Alfaouri
AU  - Esra' Tahat
Y1  - 2020/08/20
PY  - 2020
N1  - https://doi.org/10.11648/j.jbed.20200503.16
DO  - 10.11648/j.jbed.20200503.16
T2  - Journal of Business and Economic Development
JF  - Journal of Business and Economic Development
JO  - Journal of Business and Economic Development
SP  - 164
EP  - 171
PB  - Science Publishing Group
SN  - 2637-3874
UR  - https://doi.org/10.11648/j.jbed.20200503.16
AB  - The study aims at determining the level of influence of Emotional Intelligence (EI) of the managers of the Jordanian Telecommunication companies on their leadership style, also, it’s an attempt to find is there democratic and autocratic managers due to (EI) in the same companies and if there is a difference on senior and junior managers due to (EI). A random sample of (115) manager and supervisor was selected from the three Telecom. Companies (Zain, Umniah and Orange) for investigation. Data was collected by a questionnaire developed by the researchers and statistical analysis; mean and standard deviation, Pearson coronation coefficient and one way ANOVA, was applied to answer the questions and hypothesis of the study. The results of the study revealed that most of the telecommunication managers feel that (EI) is so important and helpful in their work, also, Democratic and senior managers show the same influence by (EI) in comparison with autocratic and junior managers. The study recommended that, the three Jordanian telecom. Companies have to incorporate the (EI) more in their values and activities in order to inspire and motivate their subordinates, and building trust.
VL  - 5
IS  - 3
ER  -

Copy | Download