Η συμβολή της συναισθηματικής νοημοσύνης στην αποτελεσματικότερη ηγεσία στο χώρο της υγείας
The contribution of emotional intelligence in effective leadership in the field of health
KeywordsΗγεσία ; Μετασχηματιστική ηγεσία ; Συναλλακτική ηγεσία ; Ηγεσία προς αποφυγή ; Emotional intelligence ; Leadership ; Transformational leadership ; Transactional leadership ; Laisser - faire ; Νοσοκομεία
Emotional intelligence, as demonstrated by extensive investigations, plays an important role in the uptake and exercise of effective leadership. The purpose of this dissertation is to examine the leadership styles adopted by managers and heads of public and private hospitals in Attica. In addition, the factors of emotional intelligence (wellbeing, self-control, emotionality and sociability) and the leadership styles (Transformational Leadership, Transactional Leadership and Laisser faire), which are most prevalent in hospitals in the capital, were researched. The relationship of these two variables (emotional intelligence and leadership) with the social and demographic characteristics of respondents was also examined in the present dissertation. The sample of the survey consists of 64 directors and heads of private and public hospitals in Attica. The questionnaires which were used is the questionnaire of Emotional Intelligence (Trait Emotional Intelligence Questionnaire - TEIQue-SF) of Petrides KV & Furnham, A. (2003) and the multifactor leadership questionnaire (MLQ) of Avolio & Bass (2004) and the analysis was performed by using the SPSS20. The survey results confirmed the basic research hypothesis that there is a positive correlation between emotional intelligence and leadership. Specifically, it was found that the dominant leadership style is the Transformational leadership, which has a statistically significant positive relationship with all factors of emotional intelligence. On the other hand, it was found that the Laisser faire is not exercised at all, has a statistically significant negative relationship with well-being and sociality and has no correlation with emotionality and weak relationship with self-control. Regarding the Transactional leadership, it was found that the majority of respondents use reward and active management. Moreover, it was observed that there is a statistically significant relationship with well-being and sociability and no statistically significant relationship with self-control and emotionality. Finally, the research refers to some restrictions on the methodology followed, on the small sample and on the emotional intelligence and leadership as cognitive structures. Some recommendations that encourage further research are proposed as well. Specifically, further surveys are proposed in which the personal assessment both of the directors and their subordinates should be recorded. Also, research should be conducted on a larger scale nationally.