Why are emotionally incapable managers selected
Varis, Keijo; Jolkkonen, Ari (2019)
Varis, Keijo
Jolkkonen, Ari
North American Business Press
2019
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe202002145498
https://urn.fi/URN:NBN:fi-fe202002145498
Tiivistelmä
The study examined the perceptions of Finnish human resource managers about the prevalence, quality and causes of problems with emotional intelligence in organizations where they have worked during their careers. In addition, the values of HR managers and their perceptions of the top managers’ values in their organizations were examined. The research was based on a web survey conducted for 75 Finnish HR managers, which was put on the website of HENRY RY, the association of Finnish HR managers. The results of the survey were quantitatively analyzed by the SPSS statistical program and qualitatively by content analysis. This is a so called mixed-method study.
The study is unique in the sense that we have never been aware of the importance of emotional intelligence, analysis and recommendations by human resource experts in the final management choices in relation to managerial candidates’ other skills and past performance scores, and in the final selection decisions of senior executives. On the other hand the differences in the values of HR managers and senior managers have never been mapped out in the same study, nor has the potential impact of this on managers’ choices been studied. The study revealed the causes of problems with emotional intelligence and the lack of emphasis on emotional intelligence in the selection of new managers. In addition, the study revealed that HR professionals and managers are not able to adequately influence the selection of new managers.
This may be due to the fact that, according to the study, HR managers and senior executives have very different values, and they emphasize these values differently when choosing new managers. The values of the top executives override the values of HR managers in the selection of new managers. We suggest that emotional intelligence should in the future be included in as a factor to the concept of ethical leadership and culture of organizations. We also suggest that organizations and HR managers should use emotional intelligence scores as a metric in manager candidate selection in order to increase their chances of hiring an effective leader.
The study is unique in the sense that we have never been aware of the importance of emotional intelligence, analysis and recommendations by human resource experts in the final management choices in relation to managerial candidates’ other skills and past performance scores, and in the final selection decisions of senior executives. On the other hand the differences in the values of HR managers and senior managers have never been mapped out in the same study, nor has the potential impact of this on managers’ choices been studied. The study revealed the causes of problems with emotional intelligence and the lack of emphasis on emotional intelligence in the selection of new managers. In addition, the study revealed that HR professionals and managers are not able to adequately influence the selection of new managers.
This may be due to the fact that, according to the study, HR managers and senior executives have very different values, and they emphasize these values differently when choosing new managers. The values of the top executives override the values of HR managers in the selection of new managers. We suggest that emotional intelligence should in the future be included in as a factor to the concept of ethical leadership and culture of organizations. We also suggest that organizations and HR managers should use emotional intelligence scores as a metric in manager candidate selection in order to increase their chances of hiring an effective leader.