Emotional Intelligence, Perceived Leadership Behavior and Job Efficiency: The Case of Ethiopian Trading Businesses Corporation
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Date
2024-05
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Addis Ababa University
Abstract
This study investigates the interplay between employee emotional intelligence, perceived leadership behavior, and sector level job efficiency within the Ethiopian Trading Business Corporation (ETBC). The primary objectives of the study are to assess employees' emotional intelligence levels, analyze the interrelations among these variables, test the hypotheses that both emotional intelligence and leadership behavior positively impact job efficiency, compare these variables across different demographic groups, and discuss the implications for organizational behavior and human resource management theory, practice, and policy.
Data were collected from employees across various sectors of ETBC in Addis Ababa using a convenient sampling technique and stratified random sampling. A total of 272 respondents (168 males and 104 females) participated, with data gathered through a survey questionnaire measuring employees emotional intelligence, perceived leadership behavior, and job efficiency. Data analysis was conducted using SPSS version 27, employing descriptive statistics, Pearson correlation coefficient, regression, and multivariate analysis of variance.
Findings indicate that employees at ETBC exhibit moderate levels of emotional intelligence, with higher scores in emotional sensitivity and understanding compared to well-being, self-control, and sociability. There was no significant correlation between emotional intelligence and leadership behavior. However, emotional intelligence showed a significant positive correlation with job efficiency, suggesting that higher emotional intelligence is associated with better job performance. Leadership behavior also correlated positively with job efficiency, indicating that effective leadership enhances task efficiency. Together, emotional intelligence and leadership behavior accounted for 43.2% of the variance in job efficiency.
Demographic analysis revealed significant differences across sectors, with Corporate Logistics employees showing lower emotional intelligence scores compared to other sectors. Age also influenced job efficiency, with older employees exhibiting different performance levels, likely due to varying experience and skills. Other demographic factors, such as gender, education level, marital status, experience, and work position, had no substantial impact on the studied variables. Additionally, ETBC employees demonstrate moderate emotional intelligence, particularly in emotional sensitivity and understanding. Transformational leadership behaviors are prevalent, especially in intellectual stimulation and idealized attributes, while transactional leadership behaviors focus heavily on task monitoring and control. Passive/avoidant leadership behaviors are present but not dominant. These findings emphasize the importance of enhancing emotional intelligence and leadership behaviors to improve job efficiency, with particular attention to sector-specific and age-related differences.
Keywords: Employees Emotional Intelligence, Perceived Leadership behavior, Sector level job efficiency
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Keywords
Employees Emotional Intelligence, Perceived Leadership behavior, Sector level job efficiency