| Abstract: | In the recent decades emotional intelligence has received a lot of attention and a large body of research has been carried out in this regard. The main goal of this research is to study the effect of Managers‟ Emotional Intelligence (EI) on Employee Satisfaction (ES), at Save the Children, which is an International Non-governmental Organaization (NGO) operating in Ethiopia. The objectives of the study focus on determining to what extent managers adapt their behaviors to better influence employees toward increased levels of satisfaction; examining the perceptions of Save the Children employees at different levels, of their manager‟s emotional intelligence; and to determine the influence of managers‟ emotional intelligence on employee satisfaction in Save the Children Addis Ababa Office. A quantitative approach was used and data were collected through questionnaires and standardized tests. Data were analyzed using frequency descriptions, correlation and regression analysis. The results from the analysis of a dataset derived from questionnaires on emotional intelligence and employee satisfaction, completed by 168 Save the Children employees, indicated that there is a positive significant relation between managers‟ emotional intelligence and employee satisfaction. In addition, emotional intelligence of 64 managers were measured, with a result of competence that is near to the average. In noting the perceptions of Save the Children (SC) employees of their managers‟ EI, the results show that the practice of emotionally intelligent leadership is poor. The major findings indicate that, in the leadership of SC, empathy is not applied well; feelings are not acknowledged. Furthermore, another significant response from employees indicated that there is lack of inspirational leadership. Most managers fail to provide clearly defined and meaningful tasks to subordinates, so that people can grow and develop as a result of the challenge and develop a feeling of accomplishment. In addition, inefficiencies show in modeling the behaviors expected of others, balancing focus on tasks and relationships, and recognizing the need for changes and remove barriers. From the objective of the study in determining whether SC managers adapt their behaviors to better influence employee satisfaction, results shows that SC managers do not show competent EI; lowest scores are seen on „self management‟ and „relationship management competencies. This shows that, in order to secure a work force that is satisfied and committed, managers should consider developing their EI. In a nutshell, although there might be other reasons for employee dissatisfaction, from the research findings, it is indicated that managers emotional intelligence has a strong impact on employee satisfaction, in the organization. Therefore, the study recommends that the Save the Children management should create an emotionally intelligent workplace: by creating awareness within the management team on the Emotional Intelligence concept and its benefit to the organization; and increasing the managers‟ emotional intelligence level, by focusing on the EI competencies. Furthermore, superiors need to have the ability to sense how their employees feel about their work situation and to intervene effectively when those employees begin to feel discouraged or dissatisfied. |
