You are on page 1of 16

Emotional Intelligence & Managerial Effectiveness: Role of Rational Emotive Behaviour

Author(s): Nivedita Srivastava and Shreekumar K. Nair
Source: Indian Journal of Industrial Relations, Vol. 46, No. 2 (October 2010), pp. 313-327
Published by: Shri Ram Centre for Industrial Relations and Human Resources
Stable URL: http://www.jstor.org/stable/41149449
Accessed: 29-01-2018 18:35 UTC

REFERENCES
Linked references are available on JSTOR for this article:
http://www.jstor.org/stable/41149449?seq=1&cid=pdf-reference#references_tab_contents
You may need to log in to JSTOR to access the linked references.

JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org.

Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
http://about.jstor.org/terms

Shri Ram Centre for Industrial Relations and Human Resources is collaborating with
JSTOR to digitize, preserve and extend access to Indian Journal of Industrial Relations

This content downloaded from 148.202.168.13 on Mon, 29 Jan 2018 18:35:27 UTC
All use subject to http://about.jstor.org/terms

Mumbai and distinguish it from other related con- and a Organisation Development consultant. ship between emotional intelligence and managerial effectiveness.jstor. Shreekumar K. Nair In recent times. in study undertaken to see the influ- recent times. Results showed a manager's effectiveness in his job. no doubt. some of the researchers tried to define Nivedita Srivastava is Fellow Student at National the concept of managerial effectiveness Institute of Industrial Engineering (ΝΙΉΕ). appar- E-mail : shreekumar@nitie. Although by common understanding. area of human emotions and their try to attract the best talent from the job impact at the workplace. Vol.168. rational emotive behaviour sonality variables which can predict was found to moderate the relation.202. hiring potentially effec- presents the results of an empirical tive and result-oriented managers has. highly result-oriented managers can sur- Considerable research interest is vive and grow in today's globalized era. Impli. No. 46. become the greatest chal- ence of emotional intelligence and lenge for HR managers of any progres- rational emotive behaviour on mana. hiring poten- gerial effectiveness. paper In fact. October 2010 313 This content downloaded from 148.edu ent effectiveness and personal effective- ly Indian Journal of Industrial Relations. 2. would help in identifying important per- Further. emotional intelli. 29 Jan 2018 18:35:27 UTC All use subject to http://about.com.org/terms . results and add value to the company. E-mail: cepts.Emotional Intelligence & Managerial Effectiveness : Role of Rational Emotive Behaviour Nivedita Srivastava & Shreekumar K. that both the variables positively in-Only continuing research in this area fluence managerial effectiveness. However. seen today in the hitherto neglected High-performing organizations. sive organization.srivastava@gmail.effective managers are those who deliver cussed in the paper. Nair tween is Professor (OB & HRM) in the same Institute managerial effectiveness. Thismarket. The study tially effective managers calls for a sample consisted of 305 managers proper understanding of the personality from diverse industries in the publicrelated factors that invariably influence and private sectors.13 on Mon. Reddin (1970:4) distinguished be- nivedita. cations of these findings are dis.managerial behaviour. Introduction gence has been hailed by both aca- demicians and practitioners as a soft It is an undeniable fact that only high- skill that is critical for managers to performing organizations employing succeed in their professional roles.

(1996). delegation. client management & compe- as 'figurehead'. No. 29 Jan 2018 18:35:27 UTC All use subject to http://about. Balaraman (1989). viz. Yukl (1989) integrated sev- ment focus inherent in Gupta's (1996) eral decades of managerial -role research 314 The Indian Journal of Industrial Relations. communication & task as- organizations revealed that several of the roles suggested by Mintzberg are playedsignment. managers working in differ.13 on Mon. Other significant models preneur. of his position while achieving the results etc. negotiator). 125). and inspection & innovation. Quinn (1990). related with the repetitive activities of formational (monitor. come" (p. confidence in subordinates. 46. 'monitor' and 'entrepreneur' management of market environment. 2. Vol. Using factor analysis. (2) in. This model has been developed for the Indian con- There are several theoretical conc. 'leader'. ness as "the extent to which a manager A role-based framework is consistent achieves the output requirements of his with Katz and Kahn's (1978) open sys- position". According to ones proposed by Luthans et al (1988). Mintzberg. resource utilization. disseminator. text and it seems to encompass all the relevant dimensions of managerial effec- eptualizations of managerial effecti- tiveness incorporated in other models.jstor. October 2010 This content downloaded from 148. and competencies available that there is high degree of man-manage- in literature. appropriately inter- sonal (figurehead. welfare management. skills. effectiveness as the "ability of a man- sonal relations. disturbance handler. liaison). They defined He put forward ten managerial roles fall. and Srivastava & ing on the combination of these ten roles. tions of an individual. important aspects of the managers' job. 'negotiator'. networking. consultative. Roles such asagement. roles suchication. colleagues man- by Indian managers.202. Manimala (1993) on middle and senior16 dimensions of managerial effective- level managers employed in a variety ofness were identified. Nivedita Srivastava & Shreekumar K. Hamlin (2002). Das (1991) compared Mintzberg's mana- gerial roles with Indian managerial roles Gupta (1996:399) defined managerial and found certain skills such as interper. Nair ness while defining managerial effective. image build- 'spokes-person' were found to be less ing. Sinha(2007). con- were found to be the important aspectsflict resolution.. resource of managerial effectiveness include the allocator. by the individual. others so as to yield a predictable out- spokesperson). into a taxonomy of managerial behaviour. em. leader. motivating. Mintzberg (1973) observed tems approach in which roles are deter- that all managerial jobs are similar in na. A veness incorporating various managerial closer look at these 16 dimensions reveals roles. oral communication.168. integrity & commun- of the managers' job whereas. discipline. A study by Das further & potential".org/terms . Gupta ent positions could be effective depend. and (3) decisional (entre. behavioural roles as the "recurring ac- ing under three categories: (1) interper. ager to carry out the activities required ployee counselling. as critical to become an effective both current and in terms of developing executive in India. crisis management. mined by inputs from the environment as ture and therefore they could be described well as variations in style as determined by certain common behaviours or roles. and tence.

13 on Mon. No. 29 Jan 2018 18:35:27 UTC All use subject to http://about.168. cal thought" and intelligence in general. larly trying to understand the role emo- cant impact on their managerial effec. the organization through change efforts. A few studies have examined the role Leeper (1948) proposed that "emotional of certain personality variables on mana. For instance. tions and emotional intelligence play in tiveness (Nair & Yuvaraj 2000). Subsequently. Mayer and Salovey looked fective and in marketing department top.ing a variety of cognitive aspects with vate sector organizations from the state emotional intelligence (or "personal in- of Uttar Pradesh in India. competencies. The Manage. there has been a influence one's ability to succeed in cop- growing interest in the role of emotions ing with environmental demands and and emotional intelligence (El) on mana. Emotional Intelligence & Managerial Effectiveness : Role of Rational Emotive Behaviour construct.jstor. which reaches as far back as 1940 (Wechsler 1940). leadership effectiveness. Emotional Intelligence & BarOn (1997a) defined emotional intelli- Managerial Effectiveness gence as "an array of non-cognitive ca- pabilities. inagers' ability to manage The genesis of the study of El has people can have a significant im. The major findings were eral components that he referred to as that in the production department. both "intrapsychic capacities" and "interper- top and lower level managers having sonal skills" (Gardner 1983). October 2010 315 This content downloaded from 148.Gardner. and skills that In the last decade. This suggests that non-cog- The Indian Journal of Industrial Relations. ables that are related to managers' abil. its roots in David Wechsler 's idea of pact on their managerial effective- ness "non-collective aspects of general intel- ligence".of Harvard University's Howard tion and marketing departments in rela. Researchers are particu- ity to manage people can have a signifi. On the Туре-B personality were found more ef. The emotional rial Effectiveness Questionnaire (Gupta or personal dimension of his concept of 1996) was used to measure managerial "multiple intelligence" included two gen- effectiveness.other hand.intelligence" that are very similar to ity and lower level managers having Type BarOn's components (Mayer et al.telligence" as he called it).202. 46. Vol.thought" is part of and contributes to "logi- gerial effectiveness in the Indian context.primarily at six components of "emotional level managers having Type-Α personal. gerial behaviour (Callahan Fabian 1999. Rastogi and Dave (2004) These early proposals were succeeded studied the managerial effectiveness of nearly half a century later by the ideas top and lower level managers in produc. В personality were found more effective 1990). who felt that intelligence en- tion to their personality type using a compasses multiple dimensions. This means that personal vari. in comparison to their counterparts. 2. Bryant 2000). combin- sample of 80 managers from various pri.pressures".org/terms . training and variables that are related organizational performance. Based on Gardener's (1983) theory.

In the Indian context. Wong & Law 2002. It also emotions to facilitate job performance. The theory behind Ratio- EQ Map of Cooper & Sawaf (1997). For instance.awareness of man. Vol. and ation. October 201 This content downloaded from 148. Shipper et al (2003) facilitate job performance.org/terms .13 on Mon.regulation are highly telligence is to measure one's ability to related to managerial effectiveness. 187 food service workers and their 62 managers at nine divergent locations of A study by Singh (2001) concluded the same restaurant franchise. larly. Malaysia. Nivedita Srivastava & Shreekumar K.S. nal Emotive Behavior Therapy (REBT). Kumar (2001) found high correla- tions of emotional intelligence with team cohesiveness. 2.168. dercurrents has.g. They found that empathy. awareness. No. in recent times. necessary to have a right balance of vari. In a way he suggested that mea. integrity with 12 dimensions Employees with high El are more and intuition with 14 dimensions of mana- adept at using their emotions to gerial effectiveness. or social in. job satisfaction. resilience with 12 dimen. posits agers to be positively correlated with 9 that our feelings are primarily caused by dimensions. been lationship between EQ and sixteen dimen. interpersonal connection with 12 dimensions. self- suring emotional. However. However. simi- in these professions. sults of this study also support previous ferent levels of EQ. Nair nitive intelligence helps to predict suc. personal. 46. The re- that different professions do require dif. organizational effective- a high or average EQ may ness. They found the self.jstor. It is higher El have higher job performance. 29 Jan 2018 18:35:27 UTC All use subject to http://about. managerial effectiveness using a cross- cess because it reflects how a person cultural sample of 3.785 managers of a applies knowledge to the immediate situ. Law high or average EQ may not be labelled et al. in a profession. In a cope with daily situations to get along in study by Sy et al (2006). and transforma- г labelled as 'good' or 'bad' I tional leadership among executives. having a research (e. developed by Albert Ellis (1973). The study suggests that employees with ous emotional competencies which may high El are more adept at using their help one become a star performer. and self. found that many professions exhibited Employees with high El are more adept moderate EQ. multinational firm located in U. Rational Emotive Behaviour Studies have indicated positive rela- tionship between emotional intelligence Rational Emotive Behaviour (REB). participants were the world. and managerial success. UK. the specific thoughts and messages we sions. it should not be at using their emotions to facilitate job interpreted that high EQ is not required performance. explored the relationship between El and 316 The Indian Journal of Industrial Relations.202. 2004) indicating that employees with as 'good' or 'bad' in a profession. found to have implications for manage- sions of managerial effectiveness using rial behaviour. another construct having emotional un- Daftuar et al (2000) investigated the re.

An emotion- emotions. The ABC goals. ponent of the coaching which is an im- and are associated with inappropriate portant managerial process. framework is the cornerstone of rational emotive practice. The Indian Journal of Industrial Relations. aspect of their process. These are usually logical and consistent Saporito's (1996) four stages of execu- and lead to desirable and happy feelings. Ellis erance and range of emotional responses. 2. Rational Emotive Behav. Ά' Executive coaching forms an impor- stands for an activating event. (iii) increasing the client's tol- flexible in their intra-personal and inter- personal relationships (Ellis 1998). Emotional Intelligence & Managerial Effectiveness : Role of Rational Emotive Behaviour tell ourselves. cal and inconsistent and often lead to undesirable and miserable feelings. tive coaching include effecting and moni- On the other hand. behaviours. 46.helping behaviours.202. and effecti- and behaviours.jstor. ior Therapy (REBT) is active-directive. (ii) improving the client's social make themselves more open-minded and and psychological awareness and com- petencies. For example. but is also unusually post-modernistic and constructivist in that it specializes in Kilburg (1996) has described a num- showing clients how their conscious and ber of the typical goals of coaching. Vol. They are also associated with ally intelligent person is high at traits like less productive and self-helping assertiveness.behavioural change as a fundamental ductive and self. October 2010 317 This content downloaded from 148. in- cluding (i) increasing the client's unconscious absolutistic philosophies lead to much of their dysfunctional feelings behavioural range. and what they can do to veness.168. No. 29 Jan 2018 18:35:27 UTC All use subject to http://about. In this framework. for beliefs or evaluative cognitions of the Sherin and Caiger (2004) have suggested world. and 'C stands for emotional and behavioural change as an important com- behavioural consequences.sisting them to strategically develop fluence on personality since long. are associated many coaching models include with appropriate emotions.13 on Mon. which. flexibility. Given beliefs. empathy.cess. provable and verifiable. happiness. etc. REBT adaptive work behaviours. and more pro. 'B' stands tant aspect of Managerial Effectiveness. irrational beliefs deal toring behaviour change as a key com- with no evidence to support the belief. independence. ponent of executive coaching and thus suggested the use of REBT for execu- Rational Emotive Behaviour Therapy tive coaching. The study suggested that has been used to study the influence of much of executive coaching involves as- rational thinking and emotions and its in. Underlying consists of belief systems which further many of these interventions is the need comprises rational beliefs which are to effect behavioural change. they would improve their abilitythe identified outcomes of the REBT pro- to direct their energy toward self-actu. These beliefs are often illogi-inter-personal relationship.org/terms . he the basic principles of this therapeutic believed could best be accomplished approach to meet a number of these through reason (Ellis 1994). they believed it is possible to use alization (the rational drive). posited that if people could be preventedand (iv) strengthening the client's hardi- from indulging in irrational thoughts andness and stress management skills. Indeed.

fectiveness.168. such a person is also Managerial Effectiveness. Therapy (Ellis 1962.Rational Emotive Behaviour will be sulting from rational cognitions reflect positively related to Managerial Ef- more El than maladaptive emotions. 46. 2. it was hypothesized that adaptive emotions H2.13 on Mon. To study the role of Rational Em I is high at traits like assertiveness. by adopting the theoretical frame-erature. consists of 15 sub- 318 The Indian Journal of Industrial Relations. the cognitive Hypotheses antecedents of functional behaviour and adaptive emotions as indicators of emo- HI . To ascertain the nature of relation- thus. tional Intelligence and Managerial Effectiveness. In an extension of REB. tive Behaviour in the relationship be- independence. helping in understanding as to how rational he or she is.Emotional Intelligence will be posi- tional intelligence (El) were examined and central assumptions of REB weretively related to Managerial Effec- tiveness.202. EQ. Emotional Quotient Inventory and El by measuring real person data (EQi): BarOn (1997b. Managerial Effectiveness. Nivedita Srivastava & Shreekumar K. Based on the review of relevant lit- In a study by Spörrle and Welpe (2006). interper- tween Emotional Intelligence an sonal relationship. which result from irrational cognitions. ship between Rational Emotive Behaviour and Managerial Effective- ness. 2. the following hypotheses were work of Rational Emotive Behavior formulated and verified in the study. 2000) de- using psychometric scales was replicated. An emotionally intelligent person 3. empathy. tal tool. Nair An emotionally intelligent person is also 1 .org/terms . happiness. tested. Rational Emotive Behaviour will mod- behaviour. The instrument was initiated This study was carried out with the in the early 1980s as an experimen- following objectives. emotionally and socially competent behaviour which provides an estimate The Study of one's emotional and social intelli- gence. 1994). In a second correlational study the connection between rational cognitions 1. etc.Methodology potheses. re. Additionally. To find out the nature of relation be- efficient at stress tolerance and impulse tween Emotional Intelligence and control. 29 Jan 2018 18:35:27 UTC All use subject to http://about. The results of the first study erate the relationship between Emo- using organizational scenarios in an ex.i.jstor. because the former leads to functional H3 . scribes the Emotional Quotient in- Both studies indicated that irrational atti- ventory as a self report measure of tudes result in reduced job satisfaction. October 2010 This content downloaded from 148. Vol. perimental design confirmed central as- sumptions of REB and supported the hy. optimistic and believes in reality testing. No.

The General managers from several industries across mood scales on the other hand are India including manufacturing.89. half reliability are 0. which consists of Reality Test. and telecommunication. The scale has been fur- of the 133 items belonging to differ- ent sub-scales 57 are to be reverse ther factor analysed giving 3 factors scored. A score of 1 is It consists of 37 items. Additionally there is the adaptability The Cronbach alpha value computed scale. It has been seen that the roles and puted in this study is 0. It has a five (1977) has a five point rating scale. technology.13 on Mon.73 (Gupta 1996). A sample of around Self -Regard. Vol 46. point rating scale. 4 to Usually. Assertiveness (AS). Out consists of 45 items measuring 16 di- mensions. five point rating scale. information Happiness (HA) and Optimism (OP). deci- 2 . 2. Rational Behaviour In ventory: The Rational Behaviour Inventory (RBI) sion making. ing Further Potential.168. Social Responsibility (SRES). 3 to 3. Flexibility (FL). The private-public sector categories of execut- Cronbach alpha value of EQi com- ives. are scored by assigning 5 to a rating sonal skills. 2 to Seldom True of Me. and negatively worded items with a Independence (IN). of Me.75.female. October 2010 319 This content downloaded from 148. in this study is 0. planning and organizing) are quite similar in nature in comparison to developed by Shorkey and Whiteman The Indian Journal of Industrial Relations. Managerial Effectiveness Scale: Sometimes True of Me. Equally important Sample is the Stress Management skill which includes Impulse Control (1С) and The present study consisted of 305 Stress Tolerance (ST). (EM).68.89 for entry level managers.Ac. team working. Inter-personal skills on of Always. The reliabil- awarded if the respondent has ity index computed in this study is 0 checked on Very Seldom or Not True . human resource consulting. The test-retest reliability and split and Interpersonal Relationship (IR).org/terms .88. 197 participants Cronbach alpha ranging from 0.202. ternal reliability by using the Out of the 305 managers. named as Activities of His Position. 2 to Sometimes. Self. Achieving the Results and Develop- Emotional Self Awareness (ES). 3 to Neu- the other hand consist of Empathy tral. ing (RT). 29 Jan 2018 18:35:27 UTC All use subject to http://about. Bar On (2000) has reported the in- banking. No. Kumar (2001) in his 300 executives was primarily the target Indian study reported the internal sample so as to ensure a good mix of consistency of the 15 sub-scales male.entry level. Emotional Intelligence & Managerial Effectiveness : Role of Rational Emotive Behaviour scales with 133 items. energy. and 1 to Never. 4 to Often This scale developed by Gupta (1996) True of Me and a score to Very Of- ten True of Me or True of Me.70 were middle level managers and 108 were for Social Responsibility to 0. Positive items tualization (AS) constitute Intra-per. responsibilities of entry level and middle level managers (viz. and Self . It has positively Regard (SR). middle level.65 to 0.jstor. and Prob- lem Solving (PS). and ranging from 0.

the two cities of India whçre the need to manage samples were combined and all statisti- risk. Table 1: Descriptive Statistics of Independent and Dependent Variables Variable Intrapersonal 305 263. Middle.064 Rational Emotive Behaviour 305 21.52 Achieving the results 305 23.45 Interpersonal 305 103. oft-test signify non-significant difference These managers were from some of the in Emotional Intelligence (t = 1.54 34 82 9.056. df = 147).168.90 10 32 4.89 Adaptability 305 88. it has been decided to adopt pur. For this establishing relationships among the vari- purpose. The statistical package used for in age from 21 years to 40 years with an data analysis in this study is SPSS 15. though they are still involved in project manage. Upper-level managers are heavily involved in strategic planning.202. the responsibilities include transformational middle-level managers ranged in age from leadership. Results & Discussion ment.0. the sample comprised In order to ensure that the public sec- managers from public sector as well as tor and private sector samples do not dif- private sector industries.309 Developing further potential 320 The IndianTfo This content downloaded from 148.149 General Mood 305 61. 38 years. personnel supervision activities. The entry-level managers ranged sample.13 on Mon. Nair senior level managers where the roles and average age of 28 years whereas.83 61 135 16. statistics like correlation and simple posive sampling method to study entry regression were used.03 7 34 5. First. Further. and to adapt efficiently cal analyses were done for the total is high. 148 were from public sector study. Fisher's г level and middle level managers to main. For but.59 209 312 18. t-test was conducted. Hence. handle stress. ables. To the effect of the moderating variable. give a wider representation of the mana- gerial population.76 69 152 15. Nivedita Srivastava & Shreekumar K. mission and 24 years to 58 years with a mean age of vision formation of the organization.org/terms . Out of the 305 fer significantly on the variables under managers. descriptive statistics like Means and management and personnel supervision Standard Deviations were found out. to z transformation test was used to study tain the homogeneity of the sample. comparatively to much lower extent the purpose of testing the hypotheses and (Friedman & Fleishman 1990). 29 Jan 2018 18:35:27 UTC All use subject to http://about.61 43 80 8. The results and 157 from private sector companies.135 Activities of his position 305 108.95 58 115 10. strategic thinking.jstor. however In order to study the distribution of they also have involvement in project data. top companies located in the major metro p<0.61 Stress Management 305 60.06. of experience and a middle level manager level managers are heavily involved in has a minimum experience of 3 years. It was ensured that an entry line managers are primarily involved in level manager has a minimum of 1 year project management activities.

Table 3: Simple Linear Regression of Activities of His Position with Factors of Emotional Intelligence DV IV R2 Adjusted R2 β F (1. a strong correlation between Emotional Intelli- strong positive relation between Emotional Intelligence and Managerial Effective- gence and Rational Emotive Behaviour is ness.269 0.234 0. 29 Jan 2018 18:35:27 UTC All use subject to http://about.047 0.685** 1 * Significant at 0.01 level (2- Results of correlationaland analysis pre- Achieving the Results factor of Mana- sented in Table 2 reveal that there is a gerial Effectiveness.021 0. 0.125** 0. Emotional Intelligence & Managerial Effectiveness : Role of Rational Emotive Behaviour Table 1 shows the descriptive Intelligence and Rational Emotive statistics of the independent and dependent Behaviour have high standard deviation variables.000 0.030 0.30** 0. Stress of tion factor Man.Adap. Mood Beh.658** 1 StressMgt. Results also show a significant posi- seen.maximum ranges.134 0. All variables have a high mean Effectiveness have low standard deviation value.214** 0.11 3.698** 1 GeneralMood 0.591** 0.179** 0.342** 0. 0.471** 1 RationalBeh. 2.jstor.Inter.01 level Table 3 reveals that Emotional cant predictor Intel.004 -0. Minimum. Table 2: Inter correlation Matrix Intra.tailed). values indicating a good spread of scores means.786 GeneralMood 0.124** 4. 46.867** 0.org/terms .31** 0.064 0.012 0.324** 4.471** 0.051 0.484 Activities of His Inter-personal 0.Stress General Rational ΑΗΡ ATR DFP personal personal tability Mgt.724 Position Adaptability 0.713** 0. In addition.069 0.789** 0.04 -0.Managerial Effe It can be seen agement.112 0.001 0. All of the five specific skills of Emo- tive relation between Rational Emotive tional Intelligence are significantly corre- Behaviour and Activities of His Position lated to Rational Emotive Behaviour.004 0.214** 0. October 2010 321 This content downloaded from 148.064 -0.135** 0.779 Stress Management 0.35 ** Significant at 0.05 level (2.305** 4.119* 1 ΑΗΡ 0.168.095 0. Vol. and standard-deviations are listed while variables of Managerial in table 1 .008 0.303) Intra-personal 0.105 0.of Activities of ligence (Adaptability Skills.11 0. No.25** 1 ATR 0.122* 0.23** 0.625** 0.04 0.718** 1 Adap-tability 0.202. Intra-personal 1 Inter-personal 0. The specific skills of Emotional value. and General Mood) isfrom Table 4 that emo- a signifi- The Indian Journal of Industrial Relations.13 on Mon.728** 0. ** Significant at 0.682** 1 DFP 0.

239** 6. of Activities of His Position. it can I nificant predictor of Achieving the be seen from Table 6. Adaptability.146 0.004 0.org/terms .135** 5.179** 10.131 Position Adaptability 0.012 0.06 1 .113 1.15 0.0296 1. ness as a composite score.303) Intra-personal 0.139 General Mood 0.000 0.232 * * Significant at 0 322 The Indi This content downloaded from 148. Table 5 the Results.007 0. Results.011 0.028 0. Nivedita Srivastava & Shreekumar K.303) REB Activities of His Position 0. tive Behaviour is a significant predictor Table 4: Simple Linear Regression of Achieving the Results with Factors of Emotional Intel ligence DV IV R2 Adjusted R2 β F (1.04 1.020 1.649 Developing Further Potential 0.13 0.003 0.303) Intra-personal 0.501 Table 5: Simple Linear Regression of Developing Fur tional Intelligence DV IV R2 Adjusted R2 β F (1.225 Stress Management 0.675 *♦ Significant at 0 Table 6: Simple Effectiveness with Rational Emotive Behaviour IV DV R2 Adjusted R2 β F (1.17 0.202.168.018 0. 29 Jan 2018 18:35:27 UTC All use subject to http://about. Nair tional Intelligence is not a significant pre.001 0.437 Developing Inter-personal 0. Achieving dictor of Achieving the Results.jstor.041 0.001 0.020 0.032 0.235 Further Potential Adaptability 0.21 0.16 0.068 1.13 on Mon.18 0.001 0. and Gen- eral Mood) is a significant predictor of Emotional Intelligence is not a sig- Developing Further Potential/Also.080 Stress Management 0. that Rational Emo.004 Activities of His Inter-personal 0.19 Achieving the Results 0.004 0.000 0.130** 5. and Managerial Effective- depicts that Emotional Intelligence (In.22 0.011 0. ter-personal Skills.000 -.

psycho-educational emphasis to managerial effectiveness. In order to implicate only extreme of difference of correlation has been sub-groups on each of the two dimen- studied between the values of r of sions. No. It canHypothesis be noted 2.24 +2. β = 0.18.001) and Also. Effectiveness.25**. self aware. This partially supports Managerial Effectiveness. 46. For Emotive Behaviour acts as a moderat. Thisfound supports to significantly predict Managerial Hypothesis 1 which states that Effectiveness Emotional as awhole(R2= 0.19. To study the effectwhich of were already formed were com- this moderating variable. = 0. which states that Rational Emotive Behaviour from the results that Emotional Intelligence will be positively is a significant predictor of Managerial related to Managerial Effectiveness. October 2010 323 This content downloaded from 148. 1 5. Rational Emotive Behaviour has been Managerial Effectiveness. those above P66and below P33 cut- Managerial Effectiveness corresponding off points were considered in this analy- to 'High' Emotional Intelligence sis and (Table 7). 01 level The results of Fisher г to z transfor- Significant positive relation has been mation test reveal that Rational found Emotive between Rational Emotive Behaviour (R2=0. Emotional Intelligence & Managerial Effectiveness : Role of Rational Emotive Behaviour It was hypothesized that Rational 'Low' Emotional Intelligence scores. p<0.01).23.01). solution-focused The Indian Journal of Industrial Relations. Vol. this purpose.01) and Activitieson for the effect of Emotional Intelligence of His Position factor of Managerial Effectiveness (z= 2. Effectiveness.25**.017 * ^significant at 0. Required cor- Emotional Intelligence and Managerial relation for high and low sub-groups Effectiveness. Significant positive relation has been pO. positive relation has been found between Rational Emotive Behaviour (R2 = 0. β = 0. Significant Managerial p<0. Behaviour acts as a moderating variableβ = 0.25** Behaviour Low Group (n= 1 07) El & ME -0.135**.organizational context because of its ness. This is in line with the DiMattia (1993) argued that the rational findings of the study by Shipper et al (2003) emotive behaviour approach suits the which conclude that empathy. and its short-term.168. 29 Jan 2018 18:35:27 UTC All use subject to http://about. p<0.37***. the Fisher r to z transfor- ing variable in the relationship between mation test has been used.239**. 2. and self regulation are highly related preventive. to pO. β = Intelligence will be positively related 0.01) and Achieving the found between Emotional Intelligence Results (R2 factor of Managerial Effectiveness.13 on Mon.202.org/terms . Table 7: Fisher r to z Transformation Test for Rational Emotive Behaviour as a Moderating Variable for Emotional Intelligence (IV) and Managerial Effectiveness (DV) Moderating Groups Correlated Variables r z Variable Rational Emotive High Group (n=102) El & ME 0.jstor. the significance puted.

Possibly. When successful. the REB conclusion of the present study is sup- process functions to increase the client's ported by a few earlier studies (e.pound leverage effect. The seems to be a significant predic. 46. 2. Nivedita Srivastava & Shreekumar K. lending support to Hypothesis enhance 3. p< 0. This helps to conclude that high emotive behaviour could ensure better fit level of Emotional Intelligence could lead with managerial positions requiring higher to high Managerial Effectiveness. The Fisher r to z test confirms the The effect of Emotional Intelligence on significant moderating effect of Rational Managerial effectiveness is affected by Emotive Behaviour (z= 2. managerial effectiveness in an This suggests that when Emotionally organisation.Emotionally Intelligent managers would thereby. they can be predicted Hiring managers on the basis of to be effective on their jobs. This study suggests the quintessen- Conclusions& Implications tial role of behavioural variables such as Emotional Intelligence and Rational Emo- tive Behaviour for identifying result-ori- Emotional Intelligence as a whole ented executives for organisations.g. 324 The Indian Journal of Industrial Relations. 29 Jan 2018 18:35:27 UTC All use subject to http://about. This levels of effectiveness. their Emotional Intelligence as Rational Emotive Behaviour provides well as Rational Emotive executives with a set of rational choices Behaviour could ensure better fît to choose from (rather than being victims with managerial positions requir. tional Emotive Behaviour has been found ance (Ellis 1994). Nair orientation. capacity for rational. allows the client to challenge and replace any unrealistic expectations that might have Also. critical. the moderating effect of Ra- negatively influenced his or her perform.168.emotional intelligence as well as rational gence. thereby. ing higher levels of effectiveness.13 on Mon. No. Daftuar et al 2000 and Shipper et al.01**.sonnel on these skills would have a com- telligence as a whole seems to be a sig. gically sophisticated reasoning and thereby 2003). Except Achieving the Results.org/terms . ensuring high level of managerial effectiveness. October 2010 This content downloaded from 148. The ability on the relation between Emotional to behave in a rationally emotive way by Intelligence and Managerial Effectiveness. significant between Emotional Intelli- gence and Managerial Effectiveness.202.jstor. nel with these two behavioural skills and at the same time training the existing per- The study reveals that Emotional In. tiatives of the Indian corporate sector.I of one's own habit patterns). Intelligent executives display Rational Emotive Behaviour.I two-fold approach of hiring new person- tor of Managerial Effectiveness. and psycholo..ambit of organisational development ini- tiveness.Hiring managers on the basis of their ness are predicted by Emotional Intelli. Vol. El is yet not in nificant predictor of Managerial Effec.01) Rational Emotive Behaviour. all other factors of Managerial Effective.

October 2010 325 This content downloaded from 148. "The Components of Emo- top-management. Kuchinke (Ed. Proceed- ings of the Annual Conference of the Acad- emy of Human Resource Development. LA: Academy because of the differences in their com. Secondly. "EQ tional Emotive Behaviour on strategic and Managerial Effectiveness". future (pp. S.. & Sawaf. (1997b). the sample is heterog- eneous as the participants are from sev. April 12. Balaraman. A.168. J. "Emotional and Social Intelli- in the mean Emotional Intelligence scores gence: Insights from the Emotional Quo- of public sector and private sector ex. 24 heterogeneity of a sample contributes (4): 399-415. С Ν. R. MHS Inc. since no significant difference was found BarOn.jstor.13 on Mon. Parker (Eds. Kuchinke (Ed. eral industries. "Are Leadership Styles Predictive of Managerial Effectiveness?". Proceedings of the Annual Confer- study because of the length of the ques. R. tient Inventory (EQ-I)". towards wider generalization of the find- ings and therefore it can be considered BarOn. Emotional Intelligence & Managerial Effectiveness : Role of Rational Emotive Behaviour The present study has a few limita. Also. (1997).P. Chi- 1988. Academy focus of the study. BarOn Emotional Quotient pling method imposes further constraints Inventory: Technical Manual. 2. the homogeneity of the sample J. it is argued that Indian Journal of Industrial Relations. San Francisco: Jossey- Bass. of Human Resource Development. Srivastava 1990). mains debatable as the non-random sam- BarOn.. (2000). (1999). P. ence of the Academy of Human Resource tionnaire affecting the response time and Development. Context for Value Based Leadership. However.for-Profit Orga- assessments. consists of only entry-level and middle- level executives and does not involve the Bryant. The top-management tional Intelligence and the Relationship to executive could not be included in the Sales Performance". References tions.org/terms . (1997a). While extending this research. Vol. R. Paper Sub- competencies. 46. L. Executive EQ: focus exclusively on the top management Emotional Intelligence in Leadership and of the corporate sector to study theOrganizations. (2000). ИМ Lucknow. Academy of Human Re- studies could focus on selecting a source par-Development. Thirdly. However. Bar-On and ecutives. 29 Jan 2018 18:35:27 UTC All use subject to http://about. & Nira.14. Shukla 105lh Annual Convention of the APA. Paper Presented at the ness of a research (Kaur 1992. (2000). R. The matter re. "Development of the BarOn EQ Inventory: A Measure of Emotional and to be the strength rather than the weak- Social Intelligence". (1989). Baton Rouge. M. petencies when compared with the other Callahan Fabian. the sample chosen tional Intelligence. cago. in K. In K. Baton Rouge. D. Nair. LA: ticular sector of industry to enhance the of Human Resource Development. Canada: on the generalization issue. Handbook of Emo- is ensured. Future studies couldmittedalsoat the National Seminar on Leader- use qualitative data sources like 360 de- ship and Human Values: Creating a Global gree feedback.). J.202. fect of Emotional Intelligence and Ra- Daftuar. in R. Firstly. nization". New York: Grosset/Punta.). No. "Emotion Manage- two levels. The Indian Journal of Industrial Relations. 1030-37).). all the measures used ment and Organizational Functions: A to assess the variables are self-report Study of Action in a Not.D. P. ef. studies could Cooper.

CA. Indian Jour- Hamlin. New York: Birch Lane. 31 (3): 392-409. D. Consulting Psychology Journal: Journal of Rational-Emotive and Cognitive Practice and Research. Welsh. Conceptual Framework and Scale Devel- opment". R.jstor. Indian Journal of IndustrialNair. L. Ellis. (2004). "Managerial Ef- fectiveness: A Function of Personality 326 The Indian Journal of Industrial Relations. 21 ( 1 ) : 1-13. (1994). (1993). (2001). R&D Managerial Activity Inventory". "Locus of Con- lations. Health Wiley. New York: Assessment. tive Analysis of Managerial and Leadership Effectiveness in the National Health Ser- Quinn. R. Service Management Resources. plied Psychology. San Francisco. "Roles In.. trol and Managerial Effectiveness: A Study of Private Sector Managers". H. fectiveness".168. Reason and Emotion in Psycho. (1973). & Taylor. (Ed. "Towards a Conceptual Understanding and Definition of Executive DiMattia.. Handbook of Constructive Therapies: In- novative Approaches from Leading Practi.). New York: Harper & Row. & Salovey. (1973). (1993).. Success: Options and Organiza- dian Managers Play: An Investigation into tional Dynamics. 48: 134-44. W (1948). H. Basic Books. "How Rational Emotive Behav. R. A.13 on Mon. 13(2): 148-62. 55: 5-21.). 29 (2): 133-56. New Journal of Management. New York: Lyle Stuart. В. (1992). G (2002). New Delhi: Segment the Nature of Managerial Work in India". "The Julian Press.S. Coaching". & Fleishman. and McGraw . M. M.Luthans. "RET in the Workplace".. A. 29 Jan 2018 18:35:27 UTC All use subject to http://about. The Nature of Managerial Gupta. & Song. Journal of Personality Gardener.. Behavior Therapy. 11(2): 61-63. 15(4): 245-63. Group and Organization Studies. Friedman. Das. Organizational Outcomes. Psychological Camp". D. R. F. Humanistic Psychotherapy: The Rational Emotive Approach. Doctoral Disser- tation. Hoyt. (1988). (1996). Nair Das. (1996). Emotional Intelligence and Ellis. S. R. (1990). (1962). Reason and Emotion in Psycho. Mintzberg. Re. K. P. in M. J. & Manimala. (1990). "A Motivational Theory Ellis. & Yuvaraj. Fairfax VA: George Mason University. V. R. Leeper. ous Visual Stimuli: A Component of Emo- tional Intel ligence7'. 89: 483-96 therapy. Nivedita Srivastava & Shreekumar К. Construct and Criterion Validity of Emo- backs. S. Books. tional Intelligence and its Potential Utility of Management Studies". F. Wong. "The Nature of Managerial Work Katz. No.Hill Paper. "The Mayer.. C. L. DiPalo. M. 54 (3-4): 772-81. E. (1978). October 2010 This content downloaded from 148. (1990). "Managerial Effectiveness: Work. & Kahn. "A Study and Compara. L. Kilburg. L. H. (2004).org/terms . (1991). 36(1): 41-52. D. Leadership Behaviour: Consequences on therapy. H. Kumar. A. P. J. New York: within an NHS Trust Hospital". (1998). 2. York: John Wiley & Sons. R. 46. of Emotions to Replace Emotions as ior Therapy Belongs in the Constructivist Disorganised Responses". ASCI chology of Organizations (2nd ed. Rastogi.Kaur. The Social Psy- in India: A Preliminary Investigation". tioners. J. (1983). & Dave. Indian Journal of Industrial Relations ". Vol. (1998). "A Descriptive Model of Managerial Ef- Bass Inc. A. P. The Review.202. Frames of Mind. IIT Mumbai. Journal of Ap- Ellis. USA: Jossey. K. S. H. Cen. A. (2000). J.nal of Industrial Relations."Perceiving Affective Content in Ambigu- ter for Behavioural and Cognitive Studies. New York: Law. Becoming a Master Manager: vice: an Empirical Factor Analytic Study A Competency Framework.

J. tute of Technology. S. T. & Caiger. May 18-19. & Whiteman. Educa. C. International Journal of Or. (2006). Indian atory Study". 23: Institute of Technology. J. (2003). С & Law. Creativity.org/terms . K. G. Singh. in General Intelligence". Wong. (1940). Intelligence to Job Satisfaction and Perfor- ganizational Analysis. A. L. "Business-linked Execu. tion in Organization. (2006). Managerial Effectiveness. "How to Feel Singapore Management Review. L. lished Doctoral Dissertation. "Rela- Emotional Intelligence and Managerial Ef. "A Cross-Cultural Khozikode. Paper presented at the and Research. Sherin. J. Unpub- tives" Consulting Psychology Journal: Prac. "Non-intellective Factors Initial Validity and Reliability". "Rational-Emo-Srivastava. NJ: Prentice-Hall. M. Shorkey.jstor. IIM Hoffman. (2007). 29 Jan 2018 18:35:27 UTC All use subject to http://about. B. L. & Welpe. & O'Hara. Behaviour Therapy with Components of Emotional Intelligence". I. (1990). Exploratory Study of the Linkage between Sy.202. "Indi- tive Behaviour Therapy: A Behavioural vidual Characteristics for Managerial Ef- Change Model for Executive Coaching?" fectiveness in a Competitive Environment: Consulting Psychology Journal: Practice An Exploration". K. 243-74.. (1st ed.13 on Mon. Competence and Leader and Follower Emotional Intelligence Excellence: Work Organizational Scenario. R. K. No. V. mance" Journal of Vocational Behaviour. Emotional Intelligence & Managerial Effectiveness : Role of Rational Emotive Behaviour Type and Organizational Components". D. 46. (1996). (1989). Exploration of Cer- Saporito. R. New Delhi: Response Books. J. Indian Insti- tice and Research. Dynamics: An Indian Experience. 31: 444-45. Leadership in Organizations. (1988). Kanpur.). T. C. The Indian Journal of Industrial Relations. A. October 2010 32 This content downloaded from 148. A. Srivastava. 2.. A. M. Spörrle. & petitiveness of Indian Corporate. Vol. D. (1977). 68:461-73. Tram. T.168. D.. Leadership Quarterly. 37: letin. on Performance and Attitude: An Explor- Unpublished Doctoral Dissertation. (1970). M. Kincaid. 48: 96-103. tion of Employee and Manager Emotional fectiveness".. (2004). W. 11(3): 171. tain Resultants in Work Organizational tive Development: Coaching Senior Execu. Research on Emo- Reddin. Psychological Bul- tional and Psychological Measurement. & Sinha. 26 (2): 79. S.. Kanpur. Emotional Intelligence at Work Yukl. 527-34. 2: 291-332. Englewood Cliffs. 56 (4): 225-233. "De- velopment of Rational Behavior Inventory: Wechsler. "The Effect of Shukla. Rotondo. India. Rationally: Linking Rational Emotive 87. New York: McGraw Hill Inc. M. Conference on Global Competition & Com- Shipper. L. (2002). (2001).