Explaining team effectiveness by emotional intelligence and transformational leadership in bank branches in Gilan province

Dissertation for receiving Master's degree (A.M)

Treatment:  Human resources

Winter

1390

Abstract

With the advancement of technology and the complexity of organizational activities, it can be boldly claimed that the era of individual work has come to an end and today management is management of work groups before management of individuals. The ability to create efficient groups and coordinate them by effectively playing the role of coordination, group leadership and group member is essential. Therefore, just as organizations are renovating themselves so that they can compete more effectively and with better efficiency, they have also turned to working in a group in order to take advantage of the tastes of employees in a better way. Managers have realized that groups are more flexible than traditional work structures and are better responsive to the changing environment. On the other hand, the effective management of a team is the most challenging task since being involved in its complex processes. In addition,  One of the determining factors for the effectiveness of the team is the leadership style. The existing literature also supports the impact of supervisor's emotional intelligence dimensions on supervisor's transformational leadership, employee work efficiency and job performance. Transformational leadership has the capacity to motivate employees to perform above the expected level. Transformational leadership informs subordinates about new results and outputs and motivates them to go beyond their own interests for the sake of the team. According to the stated content, three hypotheses were formulated in this research, which are as follows: 1- There is a relationship between emotional intelligence and transformational leadership. 2- There is a connection between transformational leadership and team effectiveness. 3- There is a relationship between emotional intelligence and team effectiveness. The statistical population of the research is the branches of public and private banks in Gilan province, which number 708 branches.  According to the Morgan-Gorjesay table, the sample size is 250 branches. For sampling, according to the distribution of branches in the province, three regions of East, West and Center (including Center and South) were selected. First, the share of each region was determined by the cluster sampling method, and then the branches of the mentioned regions were selected by random sampling method.  The method of data collection was field and the collection tool was also a questionnaire. In order to test the hypothesis, the structural equation modeling method and Lisrel software were used, and all the hypotheses were confirmed.

Key words: team effectiveness, transformational leadership, emotional intelligence, bank

Chapter 1

General research

Introduction

A wide flow of changes and transformations has started since the end of the 20th century, which It has severely weakened the foundations of the traditional and Newtonian paradigm in all fields, especially in economics, management and business. In new paradigms, instead of emphasizing the traditional model of command and control, emphasis is placed on the use of cooperative work teams, continuous learning, self-control, transformation, integration of work and spiritual life. Concepts such as emotional intelligence, transformational leadership, and team effectiveness, which are the main variables of this research, have been proposed in recent years in line with this movement towards more flexible paradigms. The primary task of leadership in the new era is to build trust and guide the flow of change. These leaders, who are called transformational leaders, go beyond the interactive leadership style that is only based on motivation through rewards and punishments, and by gaining the trust and loyalty of others, drawing an exciting vision of potential opportunities and inspiring followers, they create a commitment to transformation and high self-control in them. In this way, transformational leaders help each and every employee of the organization to become a transformational agent and move the organization towards the planned future. In the past, it was thought that the most important predictor of leadership effectiveness is intelligence quotient (IQ), which is based on  It is based on linguistic abilities, logical analysis and mathematical intelligence. New studies showed that traditional IQ explains only a small part of effective leadership (Amram, 2005, p. 5). Therefore, since the mid-1990s, a lot of research has been focused on the role of emotional intelligence in predicting the effectiveness of leadership, and so far research has shown that emotional intelligence is much more important than IQ in explaining the effectiveness of leadership. In this chapter, the statement of the problem is presented first, and then the importance and theoretical framework are discussed.After that research hypotheses, definitions conceptual and operational and temporal, spatial and thematic realm in terms of 

1-1) Statement of the problem

Today, the number of organizations that turn to team formation to manage the dynamic and complex environments of today is increasing day by day. Now, team building is considered a solution to deal with problems caused by external compatibility. This is possible through gathering different thoughts and opinions (Schnider & Barso, 2003). On the other hand, organizational structures have started to expand. In this context, the transition from vertical to horizontal structure is the reason for the transition to the team, and team-based management is of double importance for modern organizations. has been.  Especially since the end of the 1980s, large companies (such as Toyota, BMW, General Motors, etc.) have abandoned doing work in a traditional way and have moved towards project-based team work. Currently, it is accepted that teamwork has many superior aspects, which include physical cohesion, quick decision making, knowledge sharing, creating team spirit and responsibility sharing. Organizations have accepted that teams have a significant contribution to effectiveness (Aslan et al, 2008). Team formation in organizations can be a suitable response to the complexity of the environment. In this regard, the banking system is not excluded from this category, as the transformation plan of the banking system was placed on the agenda of the 8th and 9th governments as one of the stages of the economic transformation plan. The bank transformation plan, which will reform the bank's structures and procedures. It has eight chapters, the last chapter emphasizes on electronic banking, effectiveness, efficiency and productivity of the banking system (www.donya-e-eqtesad.com). It is used in performance evaluation, effectiveness, efficiency, productivity and quality. One of the important components of performance is effectiveness, which can be defined as a method to reach the target level of the organization. Definition of team effectiveness  It is difficult with only one dimension. In team effectiveness, personal and social criteria such as commitment, member satisfaction, as well as different criteria such as error rate and productivity can be seen (Aslan et al, 2008). Team effectiveness is a multidimensional construct that includes both customer characteristics and future teamwork ability. In fact, teams do not only pay attention to customer satisfaction, but also pay attention to the satisfaction of group members (Bateman, 2002). From a practical point of view, an effective team accomplishes the assigned work and takes good care of its members during the execution process. Although the issue is simple, achieving effectiveness is considered an important challenge for managers, group leaders, and organization members (Shermerhoren et al, 1999). As the organizations with the transformation and development of actions  Traditional management faces, determining high performance and transformational characteristics of leaders will be important and vital (Leban, 2004.). Transformational leadership is part of the new paradigm of leadership and expresses a process that transforms people and is related to values, moral traits and long-term goals (Doherty & Danylchuk, 1996).

  Evaluating the stimuli that affect followers, satisfying their needs and treating them as whole people are among the functions of this type of leadership (Northouse, 1997).

Transformational leaders instill a vision to followers that inspires followers and motivates them to achieve extraordinary things or beyond expectations and more importantly to accept and understand it as their own vision and ideal (Avoilio & al. 1995). An effective leader creates work groups that are effective and productive. Leaders carefully use committees and consultancies to generate new ideas and respect diversity of opinion. In order to promote a collective work environment, leaders need to strive to bring together people who are innovative and interested in team success. An effective leader will support people by providing a safe and secure environment in which they enter into different discussions with specific goals and desires (DeMoulin, 1996). Recent research has shown that emotional intelligence may be an effective predictor of transformational and developmental leadership style (George, 2000; Sosik & Dworakivisky, 1998).