The impact of emotional intelligence on behavioural factors during transition: A case of the Free State Technical and Vocational Education and Training colleges
SA Journal of Human Resource Management
| Field | Value | |
| Title | The impact of emotional intelligence on behavioural factors during transition: A case of the Free State Technical and Vocational Education and Training colleges | |
| Creator | Motlhanke, Sarone D. Naong, Matsidiso N. | |
| Description | Orientation: Numerous changes at the Technical and Vocational Education and Training (TVET) requires some degree of emotional intelligence (EI) to achieve any level of efficiency, competitiveness and success.Research purpose: The primary purpose of this research is to empirically contribute to a comprehension of how a leader’s EI can be utilised to positively influence organisational behaviours during the transitional period.Design/methodology/approach: The study adopted a positivist research approach, that is descriptive in nature. A survey was conducted by providing a structured questionnaire to a sample of 310 academics and support staff of the TVET college sector in the Free State Province of South Africa. Data analysis was based on a total of 188 questionnaires collected, giving a return rate of 61%. The structural equation modelling (SEM) analysis and interpretation was conducted using a component-based approach to establish the correlation between the items.Main Findings: The SEM findings revealed that EI of Free State TVET college managers significantly affects all the dependent variables namely, organisational work commitment, employee job satisfaction, task-oriented behaviour, teamwork except staff morale. Emotional intelligence reflects a reasonable power of predictability toward all other variables except staff morale of the respondents.Practical/managerial implications: To ensure sustained exceptional performance, recruitment strategy for managers must deliberately incorporate EI measurements at TVET colleges.Contribution/value add: The study demonstrates empirical proof of the positive impact of a leader’s EI on organisational behaviours, thereby confirming that EI is an enabler of organisational work commitment, job satisfaction, task-oriented behaviour, teamwork, but not staff morale. | |
| Publisher | AOSIS | |
| Date | 2021-12-13 | |
| Identifier | 10.4102/sajhrm.v19i0.1641 | |
| Source | SA Journal of Human Resource Management; Vol 19 (2021); 10 pages 2071-078X 1683-7584 | |
| Language | eng | |
| Relation |
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https://sajhrm.co.za/index.php/sajhrm/article/view/1641/2768
https://sajhrm.co.za/index.php/sajhrm/article/view/1641/2769
https://sajhrm.co.za/index.php/sajhrm/article/view/1641/2770
https://sajhrm.co.za/index.php/sajhrm/article/view/1641/2771
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