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The role of emotional intelligence i...

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The role of emotional intelligence in the management of nonprofit human service organizations.

Record Type:	Electronic resources : Monograph/item
Title/Author:	The role of emotional intelligence in the management of nonprofit human service organizations./
Author:	Cates, Lorraine Barbara.
Description:	137 p.
Notes:	Adviser: Barbara Berkman.
Contained By:	Dissertation Abstracts International69-05A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3317535
ISBN:	9780549655497

The role of emotional intelligence in the management of nonprofit human service organizations.
Cates, Lorraine Barbara.

The role of emotional intelligence in the management of nonprofit human service organizations. - 137 p.

Adviser: Barbara Berkman.

Thesis (Ph.D.)--Columbia University, 2008.

Prior research suggests that the ability of leaders to influence the emotional climate of staff can strongly influence organizational performance, and that emotional intelligence is a key factor in successful leadership and management. The Mayer, Salovey and Caruso ability model of emotional intelligence implies two distinct mental processes, thinking and feeling, which work in harmony. The performance chain (EI Leadership→Climate→Performance), then rests on the proposition that an emotionally intelligent leader is able to tolerate both negative and positive emotions without getting derailed by unacknowledged feelings that lead to distorted information and bad judgment, thereby positively influencing the emotional climate of staff.

ISBN: 9780549655497Subjects--Topical Terms:

626628
Business Administration, Management.

The role of emotional intelligence in the management of nonprofit human service organizations.
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020 $a 9780549655497
035 $a (UMI)AAI3317535
035 $a AAI3317535
040 $a UMI $c UMI
100 1 $a Cates, Lorraine Barbara. $3 1031081
245 1 4 $a The role of emotional intelligence in the management of nonprofit human service organizations.
300 $a 137 p.
500 $a Adviser: Barbara Berkman.
500 $a Source: Dissertation Abstracts International, Volume: 69-05, Section: A, page: 2003.
502 $a Thesis (Ph.D.)--Columbia University, 2008.
520 $a Prior research suggests that the ability of leaders to influence the emotional climate of staff can strongly influence organizational performance, and that emotional intelligence is a key factor in successful leadership and management. The Mayer, Salovey and Caruso ability model of emotional intelligence implies two distinct mental processes, thinking and feeling, which work in harmony. The performance chain (EI Leadership→Climate→Performance), then rests on the proposition that an emotionally intelligent leader is able to tolerate both negative and positive emotions without getting derailed by unacknowledged feelings that lead to distorted information and bad judgment, thereby positively influencing the emotional climate of staff.
520 $a In this study, therefore, a qualitative research design was used to examine the structures of experience that enable an emotionally intelligent leader to transform emotional knowledge into effective action. Supportive descriptive statistics set the context for a case study. Initially, 34 chief executive officers of large, nonprofit [501 (c) 3] human service organizations in the greater New York area were administered the MSCEIT (Mayer Salovey Caruso Emotional Intelligence Test) and three to five of their direct reports took an emotional climate survey, the OVS (Organizational Vital Signs) instrument. The five CEOs with the highest scores on emotional intelligence and the highest climate ratings, as reported by staff, were selected for the case study. Using the same data, a follow-up correlation analysis was conducted to examine the association between EI (emotional intelligence) of the total chief executive population and EC (emotional climate) ratings as reported by staff. The significant correlations between these two constructs are reported, and the highest significant associations that were found among the subcategories of the two constructs are discussed in relation to the qualitative findings.
520 $a The case study analysis highlights a noteworthy structure of experience that this researcher is calling prescient intuition, a tacit, sense-making process of experience whereby emotional information or emotional knowledge is effectively utilized by EI leaders in solving problems and making decisions. Intuition is a good example of the unity of affect and thought that describes emotional intelligence, and prescient distinguishes those EI leaders who, by anticipating future scenarios, are able to forecast possible solutions to complex problems.
520 $a Concisely, based on the case study findings, prescient intuition , a non-sequential holistic problem-solving approach to management, has been identified as an "emotional skill" that has been effectively utilized by high EI leaders of nonprofit, human service organizations transitioning through uncertainty and change.
590 $a School code: 0054.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Social Work. $3 617587
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0452
690 $a 0454
690 $a 0703
710 2 $a Columbia University. $3 571054
773 0 $t Dissertation Abstracts International $g 69-05A.
790 $a 0054
790 1 0 $a Berkman, Barbara, $e advisor
791 $a Ph.D.
792 $a 2008
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3317535