Abstract: This study investigated how emotional intelligence was
learned and applied among middle-level managers through the implementation,
documentation and integration of an emotional intelligence training
intervention for middle-level managers. The study further investigated how
middle-level managers integrated what they learned in the workshop through the
use of their strategic action plan. The study also explored how middle-level
managers described emotional intelligence before and after the emotional
intelligence workshop. The researcher explored middle-level manager’s actions
through the use of the mindfulness theory, conducted face-to-face interviews,
and analyzed archival documents, observation notes, and perceptions of
emotional intelligence.
This study’s findings revealed
that middle-level managers integrated what they learned in the emotional
intelligence workshop in different ways. Middle-level managers perceived
emotional intelligence differently after they completed the emotional
intelligence workshop. Two themes in particular were critical to understanding
how middle-level managers implemented emotional intelligence: the need for time
to implement what was learned and the use of a strategic action plan to learn
how they implemented what was learned. Middle-level managers described how
important time was to implement what they learned during the workshops. Additionally,
their use of a strategic action plan helped to reinforce what was learned in
the workshop. Finally, middle-level managers described how emotional
intelligence was integrated in their personal lives.
Link to Research:
Reference: Davis, A.
(2016). The
Dynamic Nature of Emotional Intelligence: A Case Study of Middle-Level Managers (Doctoral dissertation). Retrieved from MARPS,
Practicums, and Applied Dissertations.
Author Bio: Dr. Adrianna Davis has over
8 years of Leadership Development Consultant experience and serving in
progressive levels of leadership at various education institutions. She has had
the great privilege to consult with Adventist Health Systems to develop
leadership and innovation courses for two Master degree programs. Recently, she
was invited to lead a round table discussion on curriculum development and design
thinking at the All Means All conference. She was once a panelist for the first
intercultural dialogue between Nova Southeastern University and Lebanese
American University. There she led several discussions on cultural diversity
and cultural awareness. Her tenure as a Leadership Development Consultant,
afforded her an opportunity to lead and train adult learners in various roles
to include new Senior Management & Executive leaders.