EMOTIONAL INTELLIGENCE OF MANAGERS AND THE PERFORMANCE OF EMPLOYEE IN NON GOVERNMENT ORGANISATIONS- A CASE OF TASO (U) LIMITED

Abstract

This research investigated the relationship between emotional intelligence of managers and employee performance at TASO Uganda limited. Employing a cross sectional survey design with the aid of both qualitative and quantitative methods, the study investigated four main objectives; a) establishing the relationship between self-awareness of managers and employee performance, b) finding out the relationship between self-regulation of managers and employee performance, c) establishing the relationship between social skills of managers and employee performance, and d) establishing the relationship between empathy of managers and employee performance. A sample size of 81 respondents participated in this study and data collection was through self-administered questionnaires, key informant interviews and document review. SPSS was used to analysis data at univariate, bivariate and multivariate levels. Linear regression analysis revealed that there is a significant relationship between emotional intelligence of managers and employee performance. It was found that there is a very strong xiv significant linear relationship between self-awareness of a manager and employee performance. This was majorly reflected in the manager’s attitudes and behavior while working with others. However, simple correlation analysis showed that there is a relatively weak significant linear relationship between self-regulation, social skills and empathy of a manager to employee performance. The study concludes that self-awareness of a manager strongly impacts on the employee’s capacity to perform. This research therefore adds a new dimension of self-awareness abilities of managers as relevant to employee performance. The study recommends that there is need for NGOs to pay close attention to the ability of managers to master the skill of self-awareness as opposed to the usual emphasis on the technical competencies of these senior staff members. It is envisaged that this will enhance their management and leadership capacities and in turn provide an environment conducive for enhanced employee performance.