| Abstract [eng] |
In contemporary organizations operating in a dynamic and often uncertain environment, managers’ ability not only to effectively manage processes but also to create a psychologically supportive work environment has become a key factor in successful organizational performance. As employees’ expectations continue to grow and the complexity of the work environment increases, emotional intelligence is increasingly identified as one of the most important competencies of a manager as a leader, enabling the understanding and constructive management of emotional processes within organizations. Moreover, it is widely recognized that employees’ psychological well-being is directly related to the quality and sustainability of organizational performance – employees who experience a high level of well-being demonstrate greater engagement, motivation, and productivity. Object of the study: the links between emotional intelligence of a manager and psychological wellbeing of employees. Aim of the study – analize the relationship between the manager‘s emotional intelligence and employees‘ psychological well-being. To achive the aim of the study, the following objectives have been formulated: to reveal the concept of emotional intelligence and to identify the clusters of managers emotional intelligence in a theoretical context; to analyze the concept of psychological well-being and to substantiate the dimensions of psychological well-being; to reveal insights into the relationship between managers’ emotional intelligence and employees’ psychological well-being in a theoretical context; to investigate the expression and links between managers’ emotional intelligence and employees’ psychological well-being To implement the objectives of the study, the following methodology was chosen: scientific literature analysis, interviews and survey. The analysis of scientific literature suggests that emotional intelligence is a complex construct of abilities, personality traits, and emotional and social competencies, encompassing the recognition, understanding, regulation, and expression of one’s own and others’ emotions. The main clusters of managers’ emotional intelligence include self-awareness, self-regulation, self-motivation, and interpersonal competence. Psychological well-being is defined as a multidimensional phenomenon encompassing employees’ optimism, satisfaction with life and work, interpersonal relationships, and negative emotionality. Psychological well-being is distinguished into seven dimensions: optimism, satisfaction with standard of living, satisfaction with family and close relationships, satisfaction with interpersonal relationships, satisfaction with physical health, satisfaction with work, and negative emotionality. The qualitative research revealed that top-level managers perceive emotional intelligence through their everyday leadership experiences and specific behavioral patterns in work-related situations, and emphasize the importance of emotional intelligence for employees’ psychological well-being. The quantitative research showed that, according to employees’ assessments, the expression of managers’ emotional intelligence is moderate and manifests unevenly across individual criteria: emotional expression, social competence, and self-confidence are the most prominent, whereas self-awareness, empathy, self-control, and stress management are less evident. The expression of employees’ psychological well-being was also assessed as moderate; however, its components differ, with the strongest associations observed in satisfaction with relationships with close others, interpersonal relationships, work, and life in Lithuania, while negative emotionality was the least pronounced, although its experiences were recognizable to employees. The analysis of the relationship between managers’ emotional intelligence and employees’ psychological well-being revealed that most dimensions of emotional intelligence are weakly or moderately associated with components of psychological well-being, and no strong relationships were identified. The strongest relationship was found between problem and conflict resolution and employees’ optimism, whereas the weakest was identified between self-confidence and negative emotionality. |
