The concept of Emotional Intelligence, defined by the researchers Salovey and Mayer for the first time in 1990, was later revised by Daniel Goleman who favoured the diffusion. It is identified as a mix of Personal Competences, as Self-Awareness, Self-Regulation, Motivation; and Social Competences, as Empathy and Social skills. Over the years, the consideration of E.I. increases so much that it is considered a fundamental ability in carrying out daily activities and, especially, in working contexts, even surpassing the IQ in importance: a conscious training, in fact, promotes the development of skills in interpersonal relationships (teamwork, empathy, stress reduction, …) and new leadership styles. In fact, in recent years, leadership styles and business climate have changed greatly, leaving more and more space to the human component. Employees feel the need to be understood, listened to, motivated by their management, and to work in a business “climate” as serene and stress-free as possible. On the other hand, the figure of rigid and impassive “boss” should be replaced by leaders with great hard and, especially, soft skills. The topic is becoming of great importance and will be a growing trend in the coming years. The recognition and management of emotions begins to play a vital role in the realization of projects and in the achievement of corporate goals. Emotional intelligence must be considered as a strong predictor of performance regardless of the type of work. A research based on the analysis of the literature and the dissemination of a questionnaire has allowed to collect empirical data in support to this Master Thesis. The results have helped to explain how the development of emotional intelligence skills and a “kind” leadership style can lead to the achievement of better performances even in the Italian business landscape, which, unfortunately, seems still too reluctant to train and develop these skills.
Il concetto di Intelligenza Emotiva viene definito per la prima volta nel 1990 dagli studiosi Salovey and Mayer ed in seguito revisionato da Daniel Goleman che ne favorisce ampiamente la diffusione. L’Intelligenza Emotiva viene identificata come un mix di competenze Personali, quali Consapevolezza di sé, Padronanza di sé, Motivazione, e competenze Sociali, quali Empatia e Abilità sociali. Nel corso degli anni, la considerazione dell’I.E. aumenta notevolmente, tanto da essere riconosciuta come abilità fondamentale nello svolgimento delle attività giornaliere e, soprattutto, nei contesti lavorativi, superando per importanza anche il Quoziente Intellettivo: infatti, una formazione consapevole favorisce lo sviluppo di capacità nelle relazioni interpersonali (lavoro di squadra, empatia, riduzione dello stress, …) e permette la diffusione di nuovi stili di leadership. Recentemente, l’adozione di nuovi stili di leadership e l’introduzione di cambiamenti nel clima aziendale hanno favorito lo sviluppo di un’attenzione crescente verso la componente umana. I lavoratori sentono un grande bisogno di essere compresi, ascoltati e motivati dal management, e, soprattutto, di lavorare in un ambiente quanto più sereno e privo di stress possibile. D’altro canto, la figura rigida ed impassibile del “capo” deve necessariamente essere sostituita da leaders dotati di grandi competenze tecniche e, soprattutto, trasversali. Il tema sta finalmente acquisendo la giusta importanza e si rivelerà una tendenza crescente nei prossimi anni. La comprensione e la gestione delle emozioni cominciano infatti a ricoprire un ruolo fondamentale nella realizzazione di numerosi progetti e nel raggiungimento degli obiettivi aziendali. Per questo, indipendentemente dalla tipologia di lavoro che viene svolta, l’Intelligenza Emotiva deve essere considerata uno strumento decisivo nella previsione delle performance aziendali. La ricerca, basata sull’analisi della letteratura e sulla diffusione di un questionario, ha favorito la raccolta di dati empirici a supporto della presente Tesi di Ricerca. I risultati permettono di spiegare in che modo lo sviluppo delle capacità alla base del concetto dell’Intelligenza Emotiva ed uno stile di leadership fondato sul fattore “gentilezza” possano portare al raggiungimento di prestazioni migliori, anche in un panorama aziendale come quello Italiano, ancora poco incline alla formazione e alla diffusione di queste capacità.
THE APPLICATION OF KINDNESS MANAGEMENT AS EVOLUTION OF EMOTIONAL INTELLIGENCE IN THE ITALIAN BUSINESS LANDSCAPE
ZANENGHI, MARTINA
2021/2022
Abstract
The concept of Emotional Intelligence, defined by the researchers Salovey and Mayer for the first time in 1990, was later revised by Daniel Goleman who favoured the diffusion. It is identified as a mix of Personal Competences, as Self-Awareness, Self-Regulation, Motivation; and Social Competences, as Empathy and Social skills. Over the years, the consideration of E.I. increases so much that it is considered a fundamental ability in carrying out daily activities and, especially, in working contexts, even surpassing the IQ in importance: a conscious training, in fact, promotes the development of skills in interpersonal relationships (teamwork, empathy, stress reduction, …) and new leadership styles. In fact, in recent years, leadership styles and business climate have changed greatly, leaving more and more space to the human component. Employees feel the need to be understood, listened to, motivated by their management, and to work in a business “climate” as serene and stress-free as possible. On the other hand, the figure of rigid and impassive “boss” should be replaced by leaders with great hard and, especially, soft skills. The topic is becoming of great importance and will be a growing trend in the coming years. The recognition and management of emotions begins to play a vital role in the realization of projects and in the achievement of corporate goals. Emotional intelligence must be considered as a strong predictor of performance regardless of the type of work. A research based on the analysis of the literature and the dissemination of a questionnaire has allowed to collect empirical data in support to this Master Thesis. The results have helped to explain how the development of emotional intelligence skills and a “kind” leadership style can lead to the achievement of better performances even in the Italian business landscape, which, unfortunately, seems still too reluctant to train and develop these skills.È consentito all'utente scaricare e condividere i documenti disponibili a testo pieno in UNITESI UNIPV nel rispetto della licenza Creative Commons del tipo CC BY NC ND.
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https://hdl.handle.net/20.500.14239/1640