Vpliv čustvene inteligence vodij na upravljanje raznolikosti zaposlenih

magistrsko delo

Aljaša Bravc (Author), Sonja Treven (Mentor), Damijan Mumel (Co-mentor)

Abstract

Čustva ali emocije pogojujejo človekovo zaznavanje sveta že od prazgodovine in sooblikujejo njegov odnos do okolja, v katerem živi. Človek je še danes čustveno bitje, zato je vpliv čustev na njegovo življenje pogosto večji, kot se zaveda. Čustva se odražajo na vseh področjih človekovega delovanja. Kako velika je moč čustev, v organizacijah vsakodnevno doživljajo tudi vodje: nekateri svoja čustva obvladajo bolje, saj so razvili določeno stopnjo samoobvladovanja, spet drugi kljub formalni izobrazbi pogosto povzdignejo glas in tako nikakor ne najdejo skupnega jezika z zaposlenimi; eni se vživijo v čustva zaposlenih in jih skušajo razumeti, drugi ne premorejo kančka empatije. Prvi razumejo, da imajo pomembnejše poslanstvo kot le organizirati delo, da bo korektno opravljeno. Vodje morajo zaposlene voditi, navdihovati, navduševati. Da bodo to lahko uspešno opravljali, jim morajo zaposleni zaupati, morajo jim biti pripravljeni slediti in sprejemati novosti. Le tako bodo zaposleni s svojim delom kar največ prispevali k uspehu organizacije. Da bi vodje to dosegli, morajo biti med drugim sposobni obvladati svoja čustva. To je tudi eden od pogojev, da bodo lahko prepoznali čustva drugih in ustvarili delovno okolje, v katerem se bodo zaposleni počutili cenjene in bodo zato bolj uspešni. Vodenje je v resnici čustven proces, obvladovanje čustev vodij in njihovo obvladovanje odnosov z zaposlenimi vplivata tudi na upravljanje raznolikosti zaposlenih. Z empirično raziskavo smo ugotovili, da obstaja pozitivna povezava med stopnjo čustvene inteligence vodij in stopnjo upravljanja raznolikosti zaposlenih. Dokazali smo tudi, da imajo vodje z višjo stopnjo čustvene inteligence večjo željo po izobraževanju tako s področja čustvene inteligence kot tudi s področja upravljanja raznolikosti zaposlenih. Večina anketiranih vodij se še ni izobraževala s področja čustvene inteligence in upravljanja raznolikosti zaposlenih, hkrati pa so vodje izrazili željo po tovrstnem izobraževanju. Na področju upravljanja raznolikosti zaposlenih smo v praksi zaznali pomanjkanje sistematičnosti, ki se kaže tudi v neprepoznavanju pomembnosti obravnavane teme na strateškem nivoju. Upravljanje raznolikosti zaposlenih je treba obravnavati celostno. Pri tem je lahko v pomoč model za povečevanje čustvene inteligence vodij za boljše upravljanje raznolikosti zaposlenih. Model predstavlja individualni pristop k razvijanju čustvene inteligence vodij, osredotoča se na področja čustvene inteligence, ki se po začetnem merjenju izkažejo za tista, kjer lahko vodja svoje čustvenointeligenčne sposobnosti še izboljša, s tem pa izboljša upravljanje raznolikosti zaposlenih.

Keywords

čustvena inteligenca;zaposleni;raznolikost;upravljanje;manager;delovno okolje;osebnost;

Data

Language:	Slovenian
Year of publishing:	2011
Source:	[Maribor
Typology:	2.09 - Master's Thesis
Organization:	UM EPF - Faculty of Economics and Business
Publisher:	A. Bravc
UDC:	159.942:005
COBISS:	10781468
Views:	2887
Downloads:	275
Average score:	0 (0 votes)
Metadata:

Other data

Secondary language:	English
Secondary title:	THE IMPACT OF EMOTIONAL INTELLIGENCE OF LEADERS ON EMPLOYEE DIVERSITY MANAGEMENT
Secondary abstract:	Feelings or emotions have stipulated the human perception of the world since prehistoric times and helped form his attitude to the environment in which they live. Man is still today an emotional being, so the impact of emotion on his life is often greater than realized. Emotions are reflected in all spheres of human activity. How great is the power of emotion for a leader in an organisation’s everyday work: some manage their emotions better as they have developed a certain degree of self-control, while others, despite formal education frequently raise their voice and thus do not find a common language with the employees, some identify with the feelings of employees and seek to understand, in others there is not a hint of empathy. The first understand that they have a more important mission than just to organize work and to see that it is done correctly. Leaders must lead employees, inspire and enthuse them. To be able to perform successfully employees must trust them, they must be willing to follow and adopt innovations. Only then through their work will employees contribute to the success of an organization. For leaders to achieve this they must be capable of controlling their own emotions. Only then can they recognize the feelings of others and create a working environment where employees will feel valued and consequently will be more successful. Leading is indeed an emotional process, controlling emotions of leaders and their management of relations with employees also has an impact on employee diversity management. Through an empirical study we found that there is a positive correlation between the degree of emotional intelligence of leaders and the degree of employee diversity management. We also proved that leaders with higher levels of emotional intelligence have a greater desire for education both in the field of emotional intelligence as well as in employee diversity management. Most of the polled leaders had not yet studied the field of emotional intelligence and employee diversity management, but the leaders simultaneously expressed a desire for such education. In the field of employee diversity management we noticed a lack of systematic practice, which is also reflected in the lack of recognition of the importance of the topic at the strategic level. Employee diversity management should be treated holistically. As such a model for increasing emotional intelligence of leaders can enhance better employee diversity management. The model represents an individual approach to developing the emotional intelligence of leaders, it focuses on areas of emotional intelligence, that (after initial testing) have revealed further potential for improvement of a leaders emotional intelligence skills, which in turn improves employee diversity management.
Secondary keywords:	emotional intelligence;leader;employee;diversity;diversity management;
URN:	URN:SI:UM:
Type (COBISS):	Master's thesis
Thesis comment:	Univ. v Mariboru, Ekonomsko-poslovna fak.
Pages:	103 str., 7 str. pril.
Keywords (UDC):	philosophy;psychology;filozofija;psihologija;psychology;psihologija;executive functions;izvrševalne funkcije;emotions;affections;sensibility;feelings;čustva;razpoloženja;čustvenost;občutja;science and knowledge;organization;computer science;information;documentation;librarianship;institutions;publications;znanost in znanje;organizacije;informacije;dokumentacija;bibliotekarstvo;institucije;publikacije;prolegomena;fundamentals of knowledge and culture;propaedeutics;prolegomena;splošne osnove znanosti in kulture;management;menedžment;
ID:	1014480