Emotional intelligence and work engagement of leaders in a financial services organisation undergoing change

Abstract

Beeka (2006), postulates that “Leadership is the single most important catalyst for change in any country or organisation”. It is hence important for organisations to ensure that they and their employees are prepared for change. Ndlovu and Parumasur (2005) maintain that tremendous pressure is put on organisations to improve their performance and increase their competitiveness in this continuously changing world of work, which is characterised by life-long learning, risk taking, speed and change, networking and measuring outputs (Wentzel & Geldenhuis, 2005). Organisations are by nature, dynamic entities that continuously undergo transformation in response to both internal and external pressures which are imposed on them (Robbins, Odendaal & Roodt, 2003). The 21st Century has awakened a call for “new” leaders to cope with the demands of the hyperturbulent and dynamic nature of organisations which are increasingly being based on flatter structures, and a more democratic style of leadership. Lewis, Goodman and Fandt (1998, p. 14, cited by Beeka, 2006) maintain that “We are faced with a condition of rapid, dramatic, complex and unpredictable change that has a significant effect on the ways in which organisations are managed.” When looking at the changing competencies of the “new” leader, Coetzee and Schaap (2005) postulate that leadership takes into consideration the emotional attributes as well as the rational aspects of the individual, as leadership, relationships and the culture of the organisation play an important role in an organisations’ success (Nowack, n.d). From this it is clear that the leaders of today would have to be emotionally intelligent to motivate employees to achieve organisational goals.