EMOTIONAL INTELLIGENCE AS A FACTOR OF MAKING MANAGEMENT EFFICIENCY DECISIONS
Abstract
The problem of leadership’s emotional intelligence (EI), effeciency management making decision (EMMD) and productive copіng-strategies’ factors in the framework of a “bounded rationality” model by H.A. Simon, has been researched in this paper. The purpose of study is to determine the effeciency of decision-making by middle-level management stuff with EI and productive copіng-strategies (direct /indirect effects on profit). A construct of EMMD was developed. The sample contained 32 managers (N = 32; Mage=39,57±11,14; 15 males; 17 females) in the business private structures / departments of state administration. The EI-scales are : N. Hall; Mayer at al.; D.V. Lyusin; 16 PF; also PWB; “Copіng in SS”(Cattell, C. Ryff, P.Norman at al.). Results of plural regressive analysis for the final model of efficiency of making managment decision proved: benevolent (R=0,884; Rsquare=0,782; F=59,274; р=0,0001; βeta: β1 = 0,559 (t=4,231), β2 = 0,374 (t=2,828) accordingly. Analisis r-Pearson correlations of components of EI and copіng strategies is scored higher too (р <0,05; р <0,01; р<0,001). The research findings open up new prospects for assessing the success of organizational changes through direct /indirect effects.
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