Supervisory Emotional Intelligence and Subordinate Absenteeism, is there a relationship?

Robert Kerr, Norma Heaton, Emily Boyle

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

Emotional Intelligence (EI) is viewed within leadership literature as a key determinant of effective leadership. Yet there is a dearth of ability-tested supporting research. Using the MSCEIT instrument this large-scale study (39 supervisors, 801 employees) examines the relationship between the EI of supervisors and a key determinant of team performance, subordinate absence. Subordinate absence rates were calculated over a one year period. Data analysis suggests that some aspects of the MSCEIT are strong predictors of subordinate absence, particularly the branches within the Experiential EI domain (r = -0.45, p <0.01), while other aspects (e.g. Managing Emotions branch) are not. These findings have significant implications in that; (1) they endorse the validity of incorporating EI interventions alongside the recruitment and selection process and the training and development process of managerial personnel, and (2) they question the conceptual validity of a key branch (Managing Emotions) of the instrument.
LanguageEnglish
Title of host publicationUnknown Host Publication
Number of pages102
Publication statusPublished - 12 Sep 2006
EventThe British Academy of Management Conference - Belfast
Duration: 12 Sep 2006 → …

Conference

ConferenceThe British Academy of Management Conference
Period12/09/06 → …

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Absenteeism
Emotional intelligence
Emotion
Supervisors
Recruitment and selection
Effective leadership
Selection process
Employees
Team performance
Training and development
Predictors
Personnel
Development process

Cite this

Kerr, Robert ; Heaton, Norma ; Boyle, Emily. / Supervisory Emotional Intelligence and Subordinate Absenteeism, is there a relationship?. Unknown Host Publication. 2006.
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abstract = "Emotional Intelligence (EI) is viewed within leadership literature as a key determinant of effective leadership. Yet there is a dearth of ability-tested supporting research. Using the MSCEIT instrument this large-scale study (39 supervisors, 801 employees) examines the relationship between the EI of supervisors and a key determinant of team performance, subordinate absence. Subordinate absence rates were calculated over a one year period. Data analysis suggests that some aspects of the MSCEIT are strong predictors of subordinate absence, particularly the branches within the Experiential EI domain (r = -0.45, p <0.01), while other aspects (e.g. Managing Emotions branch) are not. These findings have significant implications in that; (1) they endorse the validity of incorporating EI interventions alongside the recruitment and selection process and the training and development process of managerial personnel, and (2) they question the conceptual validity of a key branch (Managing Emotions) of the instrument.",
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Kerr, R, Heaton, N & Boyle, E 2006, Supervisory Emotional Intelligence and Subordinate Absenteeism, is there a relationship? in Unknown Host Publication. The British Academy of Management Conference, 12/09/06.

Supervisory Emotional Intelligence and Subordinate Absenteeism, is there a relationship? / Kerr, Robert; Heaton, Norma; Boyle, Emily.

Unknown Host Publication. 2006.

Research output: Chapter in Book/Report/Conference proceedingConference contribution

TY - GEN

T1 - Supervisory Emotional Intelligence and Subordinate Absenteeism, is there a relationship?

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AU - Boyle, Emily

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N2 - Emotional Intelligence (EI) is viewed within leadership literature as a key determinant of effective leadership. Yet there is a dearth of ability-tested supporting research. Using the MSCEIT instrument this large-scale study (39 supervisors, 801 employees) examines the relationship between the EI of supervisors and a key determinant of team performance, subordinate absence. Subordinate absence rates were calculated over a one year period. Data analysis suggests that some aspects of the MSCEIT are strong predictors of subordinate absence, particularly the branches within the Experiential EI domain (r = -0.45, p <0.01), while other aspects (e.g. Managing Emotions branch) are not. These findings have significant implications in that; (1) they endorse the validity of incorporating EI interventions alongside the recruitment and selection process and the training and development process of managerial personnel, and (2) they question the conceptual validity of a key branch (Managing Emotions) of the instrument.

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BT - Unknown Host Publication

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