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Course of studies
Job contentment, interpersonal relationships at work, quality of life – for a long time, these aspects were not given importance in an organizational context. Companies were considered rational units, and emotional aspects were neglected. Where people are recognized as an increasingly important resource in a company, emotions play a significant role. In the course of this, the interest in emotional intelligence in the workplace emerged. Especially in the field of leadership, emotional intelligence is now being given more and more attention and has proven to be a cause for numerous positive effects. Due to the limited research on this relation, this thesis aims to find out if and how emotional intelligence in leadership influences employee job satisfaction, specifically in a Danish organization. After outlining the foundations of emotional intelligence in leadership, job satisfaction, and Danish business culture, the empirical research focuses on employee interviews and an evaluation of the emotional intelligence of two managers. Specific focus is put on the employees' perception of their job satisfaction and their assessment of the importance of emotionally intelligent leadership. The results show the importance of emotionally intelligent behavior, and recommendations regarding the implementation of emotional intelligence to overcome workplace challenges are given.
In the Job Satisfaction- Performance literature largely, job satisfaction is portrayed and
discussed positively as a performance driver for organizations that embark on the journey
of progress. This research asks whether job satisfaction inevitably leads to negative
implementation outcomes and how. This research focuses on factors other than job
satisfaction that can be used to drive better performance of employees and how
satisfaction could also lead to negative outcomes. In an attempt to answer this question,
the research undertakes three key tasks. First, it contextualizes how job satisfaction has
minor affects on performance. Second, it outlines the factors that can increase
performance. Third, it discusses crisply the adverse affects on job satisfaction through
empirical evidence to provide focus and 'evidential grounding' for the research.
Essentially, the research contends that for institutions that are unable to manage and lead
productivity from employees, this research serves a powerful purpose ensuring the multi-dimensional approach to view employee performance and modelled to take account of
the people on whom it may impact as well as the overall value it may deliver.