In the construction industry, the major project participants include the owner, the architect, the contractor and the subcontractors. Traditionally, each participant's activity in the construction process has been isolated to its particular organization's goals. In recent years, one of the leading trends of project deliveries has been a movement toward a more collaborative, teaming environment. Successful collaboration requires effective interaction among project participants. A fundamental understanding of barriers and challenges to effective interaction among a diverse project team is necessary towards creating truly collaborative project teams in construction. Emotional intelligence reflects an individual's emotional awareness and emotional regulation, both important factors of social interaction. An initial understanding of the project participant's emotional intelligence would provide meaningful direction for the construction industry in regards where improvements should be focused. As such, the present research study investigates the 21 components of the Bar-On Emotional Quotient Inventory (EQ-i) within the construction industry. This investigation creates an emotional intelligence yardstick by which to measure and compare future research. This study also explores several trends and relationships within this benchmarking in regards to demographics and General Contractor characteristics. In addition, this current research explores the General Contracting sector's perception of other A/E/C industry sectors. This research study adds to the already growing research that is focusing on the impact of social factors on the success of the A/E/C industry. The results of this study provide a meaningful initial understanding of the emotional intelligence levels of the General Contracting sector. This initial understanding provides academia and industry with several key findings and directions for future research. / Master of Science

Yes / Effective and efficient healthcare not only depends on good interpersonal communication but also on the ability of organisations to communicate successfully and professionally. Yet organisations can become entrenched in rules, regulations and expected behaviours that stifle creative responses to work situations. Deep-seated bureaucracy can alienate the personal, and is made even more challenging if the organisation has multi-sites. This chapter will examine the many varied structures of organisation, and how communication flow within organisations can limit or expand inclusion of staff members within its boundaries. This chapter offers several barriers to good organisational communication and suggests ways these hurdles can be overcome. The ethics of healthcare practice is discussed in relation to the effect on the individual and the organisation, highlighting how both parties could respond to avoid conflict, clash and threats to professionalism. Above all, this chapter emphasises how open and honest personcentred communication in an organisation can lead to healthy outcomes for staff and patients alike.

In recent years the NCAA has had problems with the delinquent behavior of collegiate athletes on and off the field. The ability to know what causes athletes to act out will help athletic programs and reputations. Psychological behaviors have been related to sports performance and behavior in prior studies In this study, we hypothesized that higher Emotional Intelligence in collegiate athletes, the ability to perceive, understand and manage one's emotions, will be related to lower acts of delinquent behavior on and off the field, as well as better performance during games. Study participants were Virginia Tech Soccer, Basketball, and Football male student athletes. We assessed emotional intelligence using the MSCEIT v.2.0 and also measured self report delinquent behavior and game statistics. None of our hypotheses were supported. A major reason for the lack of evidence to support our hypotheses may have been low statistical power and possible sampling biases. / Master of Science

Yes / Agile development methodologies (ADM) have become a widely implemented project management approach in Information Systems (IS). Yet, along with its growing popularity, the amount of concerns raised in regard to human related challenges caused by applyingADMare rapidly increasing. Nevertheless, the extant scholarly literature has neglected to identify the primary origins and reasons of these challenges. The purpose of this study is therefore to examine if these human related challenges are related to a lack of Emotional Intelligence (EI) by means of a quantitative approach. Froma sample of 194 agile practitioners, EI was found to be significantly correlated to human related challenges in agile teams in terms of anxiety, motivation, mutual trust and communication competence. Hence, these findings offer important new knowledge for IS-scholars, project managers and human resource practitioners, about the vital role of EI for staffing and training of agile managed IS-projects.

The topic of emotional intelligence (EQ) and organisational culture has attracted considerable interest from both academics and practitioners for many years. Much of the interest in the two areas is based on explicit and implicit claims that both leader's emotional intelligence and organisational culture are linked to organisational performance. However, while the links between emotional intelligence and organisational performance and between organisational culture and organisational performance have been examined independently, few studies have investigated the association among the three concepts. This study examines the nature of this relationship and presents empirical evidence that suggests there is a complex relationship between emotional intelligence, organisational culture and organisational performance. The study concludes with implications for theory and practice. / Graduate SBL / D.B.L.

no abstract available / Teacher Education / M.Ed. (Specialisation in Guidance and Counselling)

Psychological constructs may have significant influence on police leadership. The purpose of this study is to explore the relationship between, Emotional Intelligence, Self-Efficacy and Leadership Effectiveness within a policing context. Leadership within the policing environment in particular the South African context has raised contentious issues over the past decade. This research adopted a quantitative study and the sample was made up of 107 police personnel in commanding positions. The measuring instruments used were the Assessing Emotions Scale, Self-Efficacy Scale and Multifactor Leadership Questionnaire. The results of this research study confirm a positive relationship between Emotional Intelligence and Self-Efficacy and Leadership Effectiveness. The insights gained from the findings may be used to guide selection of future leaders within the policing environment and may also be used to establish future developmental programmes and research initiatives. / Industrial & Organisational Psychology / M. A.(Industrial and Organisational Psychology)

Thesis (MBA)--Stellenbosch University, 2003. / ENGLISH ABSTRACT: Leadership, over the years, has changed due to the rise of new technology, globalisation of markets and increased shareholders' tempo. Leaders are expected to accomplish projectsfaster and with fewer resources. Therefore, to be able to respondto these rapid changes in organisations and the market place, leaders are faced with the challenge of changingthe way people work together. The typical ways of relatingto one another seem more ineffective with each changing day. Organisationsshould therefore face the fact that, today, the quality of relationships is as importantto business success as the quality of products and services produced. Working with people involves some degree of skills in the realm of feeling, along with whatever cognitive elements are at play. This process stands in sharp contrast to purely cognitive competencies, which a computer can be programmed to execute about as well as a person can do it. Emotional intelligence skills, however, are synergistic with cognitive ones, and star performers will have both. The new measure that organisations make use of and take for granted, is that employees will have enough intellectual ability and technical know-how to get the job done. Their focus has moved to personal qualities such as initiative, empathy, adaptability and persuasiveness. It has been found that corporations that seek to employ MBA graduates are looking for capabilities such as communication skills, interpersonal skills and initiative when employing. Research supports the claim that Emotional Intelligence is a form of intelligence, in that it encompasses a set of skills which are coherent and can be measured. Emotional intelligence competencies, such as persuasion, motivation, focus and leadership, can be acquired or learnt. Emotional intelligence should further be seen as an acquired skill that can enhance intellectual performance. Emotional intelligence management therefore gives individuals the opportunity to further their knowledge of people. Emotional intelligence training is mostly about behavioural change: through repeated experiences, people's minds are programmed to react in a certain way when faced with feared encounters or stressors. Old mind patterns keep forcing people to revert to using preset reactions, even though this may be unintentional. Emotional intelligence training will therefore take time and commitmentfrom both the student's and the lecturer's perspectives. Most higher education programs, however, do not focus on emotional intelligence training as part of their curricula, and therefore a serious void exists in terms of essential skills required for success in the workplace, used for piloting their careers and for leadership. Even though more statistical research needs to be done to prove the relative significance of emotional competencies as compared to cognitive abilities, analyses indicates that emotional intelligence translates into hard results within the workplace. For example, sales people can create better and more trusting relationships with clients, customer care representatives can handle customers more effectively, and engineers are able to not only deal with the technical skills required by their positions, but are able to relate to co-workers in a more constructive manner. Taking into consideration that researchers within the field of emotional intelligence believe that emotional intelligence is a more reliable predictor of success in the workplace, it would therefore make sense to start including emotional intelligence training in higher education programs. / AFRIKAANSE OPSOMMING: Leierskap het oor die jare verander, as gevolg van faktore soos vooruitgang in tegnologie, globalisering van markte en versterkte druk van aandeelhouers. Daar word verder verwag van leiers om projekte te realiseer met minder hulpbronne en in korter periodes. Ten einde opgewasse te wees teen hierdie veranderinge, word leiers inherent gekonfronteer met die uitdaging om die manier waarop mense in groepe saamwerk te verander, omrede die bestaande wyses waarop mense met mekaar betrokke is, meer en meer as oneffektief bestempel word. Dit is 'n realiteit dat die kwaliteit van hedendaagse werksverhoudinge net so belangrik tot 'n suksesvolle besigheid is, as die produkte en dienste gelewer. Wanneer daar met mense omgegaan word, behels dit beide 'n gevoels- en kognitiewe element. Hierdie proses is in direkte kontras met suiwer kognitiewe vaardigheid, wat net soveel 'n kwaliteit van 'n rekenaar as die van 'n mens is. Emosionele intelligensie is egter in sinergie met kognitiewe intelligensie, en uitblinkers besit beide kwaliteite. Die nuwe maatstaf wat deur organisasies gebruik word gaan van die veronderstelling uit dat werknemers voldoende tegniese vaardigheid besit om die taak na wense te verrig. Daar is klaarblyklik 'n fokusverskuiwing wat homself meer leen tot kwaliteite soos inisiatief, empatie, aanpasbaarheid en oorredingsvermoë. Daar is verder bevind dat besighede wat MBA gegradueerdes wil aanstel, meerendeels op die uitkyk is vir individue met kommunikasievaardighede, interpersoonlike behendigheid en inisiatief. Navorsing is dit verder eens dat emosionele intelligensie 'n daadwerklike vorm van intelligensie is, gesiene dat dit gemeet kan word en dat dit bestaan uit 'n stel samehangende vaardighede. Emosionele intelligensie vaardighede, soos oorreding, motivering, fokus en leierskap, kan verder aangeleer word. Dit behoort dus gesien te word as 'n verworwe vaardigheid wat 'n persoon se intellektuele kapasiteit versterk. Die bestuur van emosionele intelligensie skep ook die moontlikheid van verdere geesteswetenskaplike studie, en opleiding in emosionele intelligensie omvat meerendeels gedragsverandering. Deur herhaalde blootstelling word die brein geprogrammeer om op spesifieke maniere te reageer wanneer vrese gekonfronteer word. Selfs al word daar gepoog om anders te reageer, word daar teruggeval op ingebedde gedragspatrone. Opleiding in emosionele intelligensie neem dus tyd en toewyding van beide die dosent en sy student. Die meeste tersiêre opvoedingsprogramme fokus egter nie op emosionele intelligensie as deel van die kurrikulum nie, en daar is dus 'n ernstige leemte in die voorbereiding van studente betreffende voldoende vermoëns wat deur leierskap in 'n beroep vereis word. Alhoewel verdere statistiese navorsing benodig word om die relatiewe belangrikheid van emosionele behendigheid teenoor kognitiewe vaardigheid te bepaal, is daar indikasies dat emosionele intelligensie wel bepalend kan wees in die werksomgewing. Verkoopspersoneel kan byvoorbeeld sterker en meer vertrouenswaardige verhoudings bewerkstellig met kliënte, kliëntedienste kan meer effektief hanteer word en ingenieurs kan bemagtig word om in meer as slegs die tegniese aspekte van hulle werk met medewerkers om te gaan. In ag genome dat menige navorsers dit eens is dat emosionele intelligensie 'n getroue voorspeller van sukses is, maak dit dus sin om opleiding in emosionele intelligensie in tersiêre opleidingsprogramme te vervat.

Psychological constructs may have significant influence on police leadership. The purpose of this study is to explore the relationship between, Emotional Intelligence, Self-Efficacy and Leadership Effectiveness within a policing context. Leadership within the policing environment in particular the South African context has raised contentious issues over the past decade. This research adopted a quantitative study and the sample was made up of 107 police personnel in commanding positions. The measuring instruments used were the Assessing Emotions Scale, Self-Efficacy Scale and Multifactor Leadership Questionnaire. The results of this research study confirm a positive relationship between Emotional Intelligence and Self-Efficacy and Leadership Effectiveness. The insights gained from the findings may be used to guide selection of future leaders within the policing environment and may also be used to establish future developmental programmes and research initiatives. / Industrial and Organisational Psychology / M. A.(Industrial and Organisational Psychology)

Background:The society of the 21st century is shaped by a highly competitive environment and a vast amount of uncertainties. To stay competitive and up to date, people must manage other people and their emotions with excellence. Emotional intelligence (EI) has been described as a key function in managing people successfully within companies of today's society. Existing research within the field of the phenomenon has mostly been focusing on the fruitfulness as follows by EI taking place within a company context. However, some researchers argue for the other side of the coin, where the usage of EI may harm people. This area is introduced as the dark side of EI which takes form through emotional manipulation. As emotional manipulation is argued to be present within a company context, it becomes important to investigate how the dark side of EI manifests and affects people within a company context. Purpose: The purpose of this study is to explore how the dark side of EI manifests and affects people within a company context. Method: To fulfil the purpose of this study being of exploratory nature, a qualitative research methodology was employed. The empirical data was collected through semi- structured interviews held with people of various positions within four large Swedish companies. The data has been analysed and interpreted using a general inductive research approach incorporating thematic analysis. Conclusion:This study shows that the dark side of EI exists within a company context. Findings imply the manifestation to start within the top management followed by a hierarchical domino effect throughout the hierarchical levels within the company and is highly dependent on leadership influence. The dark side of EI does not solely manifests in the non-prosocial side of EI, it also appears to manifest within an intermediate zone between prosocial and non-prosocial. The manifestation takes form through gamification techniques being identified as social-, tactic-, and run one over games. People got affected by the manifestation in terms of emotional distance and decreased motivation. Importantly, the degree in which people got affected varied depending on individual concentrations of EI competencies, self- confidence, assertiveness, and familiarity with the individual or the group as explained in the Spectrum Framework from EI to the Dark side of EI created within this research.