Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe

Vonai Chirasha; Crispen Chipunza; Lewis Dzimbiri

doi:doi:10.11648/j.fcp.20170203.12

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Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri

Published in Frontiers in Cognitive Psychology (Volume 2, Issue 3)

Received: 21 June 2017 Accepted: 13 July 2017 Published: 10 August 2017

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Abstract

Emotional Intelligence has become increasingly popular as a management tool for boosting performance at work. Despite this popularity, there is no sustained research in Zimbabwe that substantiates the efficacy of emotional intelligence especially within municipality environments. Using Goleman’s four clusters of emotional intelligence self-awareness, emotional intelligence self-management, emotional intelligence awareness of others and emotional intelligence management of others managers rated themselves high as compared to employee ratings. The results indicate that managers may be clueless as to employee perceptions of their behaviour. It is important that managers constantly get feedback from those they lead so that they improve their attitude and behaviour. Using purposive and stratified sampling techniques, 32 managers and 400 subordinates participated in the study. The instrument that measured Goleman’s emotional intelligence through self-rating was reliable with Cronbach’s Alpha reliability coefficients ranging from emotional self-awareness 0.846, emotional self-management 0.886, emotional awareness of others 0.939 and emotional intelligence management of others 0.960. The instrument used by employees to rate managers was also reliable with the Cronbach’s Alpha reliability coefficients ranging from emotional intelligence self-awareness 0.807, emotional intelligence self-management 0.834, emotional intelligence awareness of others 0.858 and emotional intelligence management of others 0.945. The hypothesis that self-rating and others’ rating can-not be same was validated.

Published in	Frontiers in Cognitive Psychology (Volume 2, Issue 3)
DOI	10.11648/j.fcp.20170203.12
Page(s)	72-81
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), 2017. Published by Science Publishing Group

Keywords

Goleman s Emotional Competence, Inventory (ECI) Self-Appraisal, Appraisal by Others, Cronbach s Alpha Reliability Coefficients, Accurate Reporting

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APA Style

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri. (2017). Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe. Frontiers in Cognitive Psychology, 2(3), 72-81. https://doi.org/10.11648/j.fcp.20170203.12

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ACS Style

Vonai Chirasha; Crispen Chipunza; Lewis Dzimbiri. Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe. Front. Cognit. Psychol. 2017, 2(3), 72-81. doi: 10.11648/j.fcp.20170203.12

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AMA Style

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri. Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe. Front Cognit Psychol. 2017;2(3):72-81. doi: 10.11648/j.fcp.20170203.12

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@article{10.11648/j.fcp.20170203.12,
  author = {Vonai Chirasha and Crispen Chipunza and Lewis Dzimbiri},
  title = {Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe},
  journal = {Frontiers in Cognitive Psychology},
  volume = {2},
  number = {3},
  pages = {72-81},
  doi = {10.11648/j.fcp.20170203.12},
  url = {https://doi.org/10.11648/j.fcp.20170203.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.fcp.20170203.12},
  abstract = {Emotional Intelligence has become increasingly popular as a management tool for boosting performance at work. Despite this popularity, there is no sustained research in Zimbabwe that substantiates the efficacy of emotional intelligence especially within municipality environments. Using Goleman’s four clusters of emotional intelligence self-awareness, emotional intelligence self-management, emotional intelligence awareness of others and emotional intelligence management of others managers rated themselves high as compared to employee ratings. The results indicate that managers may be clueless as to employee perceptions of their behaviour. It is important that managers constantly get feedback from those they lead so that they improve their attitude and behaviour. Using purposive and stratified sampling techniques, 32 managers and 400 subordinates participated in the study. The instrument that measured Goleman’s emotional intelligence through self-rating was reliable with Cronbach’s Alpha reliability coefficients ranging from emotional self-awareness 0.846, emotional self-management 0.886, emotional awareness of others 0.939 and emotional intelligence management of others 0.960. The instrument used by employees to rate managers was also reliable with the Cronbach’s Alpha reliability coefficients ranging from emotional intelligence self-awareness 0.807, emotional intelligence self-management 0.834, emotional intelligence awareness of others 0.858 and emotional intelligence management of others 0.945. The hypothesis that self-rating and others’ rating can-not be same was validated.},
 year = {2017}
}

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T1  - Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe
AU  - Vonai Chirasha
AU  - Crispen Chipunza
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AB  - Emotional Intelligence has become increasingly popular as a management tool for boosting performance at work. Despite this popularity, there is no sustained research in Zimbabwe that substantiates the efficacy of emotional intelligence especially within municipality environments. Using Goleman’s four clusters of emotional intelligence self-awareness, emotional intelligence self-management, emotional intelligence awareness of others and emotional intelligence management of others managers rated themselves high as compared to employee ratings. The results indicate that managers may be clueless as to employee perceptions of their behaviour. It is important that managers constantly get feedback from those they lead so that they improve their attitude and behaviour. Using purposive and stratified sampling techniques, 32 managers and 400 subordinates participated in the study. The instrument that measured Goleman’s emotional intelligence through self-rating was reliable with Cronbach’s Alpha reliability coefficients ranging from emotional self-awareness 0.846, emotional self-management 0.886, emotional awareness of others 0.939 and emotional intelligence management of others 0.960. The instrument used by employees to rate managers was also reliable with the Cronbach’s Alpha reliability coefficients ranging from emotional intelligence self-awareness 0.807, emotional intelligence self-management 0.834, emotional intelligence awareness of others 0.858 and emotional intelligence management of others 0.945. The hypothesis that self-rating and others’ rating can-not be same was validated.
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Author Information

Vonai Chirasha

Department of Human Resource Management, Faculty of Social Science, Midlands State University, Gweru, Zimbabwe
Crispen Chipunza

Department of Business Management, Faculty of Management Sciences, Central University of Technology, Bloemfontein, South Africa
Lewis Dzimbiri

Department of Political and Administrative Studies, Faculty of Social Science, Chancellor University, Zomba, Malawi

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APA Style

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri. (2017). Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe. Frontiers in Cognitive Psychology, 2(3), 72-81. https://doi.org/10.11648/j.fcp.20170203.12

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ACS Style

Vonai Chirasha; Crispen Chipunza; Lewis Dzimbiri. Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe. Front. Cognit. Psychol. 2017, 2(3), 72-81. doi: 10.11648/j.fcp.20170203.12

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AMA Style

Vonai Chirasha, Crispen Chipunza, Lewis Dzimbiri. Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe. Front Cognit Psychol. 2017;2(3):72-81. doi: 10.11648/j.fcp.20170203.12

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@article{10.11648/j.fcp.20170203.12,
  author = {Vonai Chirasha and Crispen Chipunza and Lewis Dzimbiri},
  title = {Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe},
  journal = {Frontiers in Cognitive Psychology},
  volume = {2},
  number = {3},
  pages = {72-81},
  doi = {10.11648/j.fcp.20170203.12},
  url = {https://doi.org/10.11648/j.fcp.20170203.12},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.fcp.20170203.12},
  abstract = {Emotional Intelligence has become increasingly popular as a management tool for boosting performance at work. Despite this popularity, there is no sustained research in Zimbabwe that substantiates the efficacy of emotional intelligence especially within municipality environments. Using Goleman’s four clusters of emotional intelligence self-awareness, emotional intelligence self-management, emotional intelligence awareness of others and emotional intelligence management of others managers rated themselves high as compared to employee ratings. The results indicate that managers may be clueless as to employee perceptions of their behaviour. It is important that managers constantly get feedback from those they lead so that they improve their attitude and behaviour. Using purposive and stratified sampling techniques, 32 managers and 400 subordinates participated in the study. The instrument that measured Goleman’s emotional intelligence through self-rating was reliable with Cronbach’s Alpha reliability coefficients ranging from emotional self-awareness 0.846, emotional self-management 0.886, emotional awareness of others 0.939 and emotional intelligence management of others 0.960. The instrument used by employees to rate managers was also reliable with the Cronbach’s Alpha reliability coefficients ranging from emotional intelligence self-awareness 0.807, emotional intelligence self-management 0.834, emotional intelligence awareness of others 0.858 and emotional intelligence management of others 0.945. The hypothesis that self-rating and others’ rating can-not be same was validated.},
 year = {2017}
}

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TY  - JOUR
T1  - Self-Versus Employees’ Appraisal of Managers’ Emotional Intelligence. The Case of Gweru and Kwekwe City Councils, Midlands Province, Zimbabwe
AU  - Vonai Chirasha
AU  - Crispen Chipunza
AU  - Lewis Dzimbiri
Y1  - 2017/08/10
PY  - 2017
N1  - https://doi.org/10.11648/j.fcp.20170203.12
DO  - 10.11648/j.fcp.20170203.12
T2  - Frontiers in Cognitive Psychology
JF  - Frontiers in Cognitive Psychology
JO  - Frontiers in Cognitive Psychology
SP  - 72
EP  - 81
PB  - Science Publishing Group
UR  - https://doi.org/10.11648/j.fcp.20170203.12
AB  - Emotional Intelligence has become increasingly popular as a management tool for boosting performance at work. Despite this popularity, there is no sustained research in Zimbabwe that substantiates the efficacy of emotional intelligence especially within municipality environments. Using Goleman’s four clusters of emotional intelligence self-awareness, emotional intelligence self-management, emotional intelligence awareness of others and emotional intelligence management of others managers rated themselves high as compared to employee ratings. The results indicate that managers may be clueless as to employee perceptions of their behaviour. It is important that managers constantly get feedback from those they lead so that they improve their attitude and behaviour. Using purposive and stratified sampling techniques, 32 managers and 400 subordinates participated in the study. The instrument that measured Goleman’s emotional intelligence through self-rating was reliable with Cronbach’s Alpha reliability coefficients ranging from emotional self-awareness 0.846, emotional self-management 0.886, emotional awareness of others 0.939 and emotional intelligence management of others 0.960. The instrument used by employees to rate managers was also reliable with the Cronbach’s Alpha reliability coefficients ranging from emotional intelligence self-awareness 0.807, emotional intelligence self-management 0.834, emotional intelligence awareness of others 0.858 and emotional intelligence management of others 0.945. The hypothesis that self-rating and others’ rating can-not be same was validated.
VL  - 2
IS  - 3
ER  -

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