Southern Luzon State University Thai Nguyen University Republic of Philippines Socialist Republic of Vietnam THE DISERTATION OF DBA THE RELATIONSHIPS AMONG EMOTIONAL INTELLIGENCE, LEADERSHIP STYLES AND PERFORMANCE OF EMPLOYYEES IN ENTERPRISES IN HANOI, VIETNAM Name of Student : Nguyen Thi Thu Huong English Name : Alice Date of Birth i : 13/02/1977 Course : SLSU-DBA1 2012 ABSTRACT This study aims to determine the effect of leadership styles and emotional intelligence on employee performance The subjects of this study include 375 leaders and 730 subordinates in enterprises in Hanoi, Vietnam The questionnaire has two parallel forms, one for the leaders to rate themselves and another in which subordinates can rate owns performance and leadership styles, emotional intelligence of their leaders Leadership styles and emotional intelligence were identified as the independent variables and employee performance as the dependent variable Data obtained from each of the research instruments was then statistically analysed Through linear regression analysis it was concluded that there is a significant relationship between leadership styles and employee performance, However, only three leadership styles: the transactional leadership, the transformational leadership and the charismatic leadership was seen to have a positive effect on the significant subscales of employee performance and a visionary leadership has no significant effect on employee performance Simple correlation analysis showed that there is a positive significant linear relationship between emotional intelligence and employee performance Moreover, this results showed that a combination of the various leadership styles and emotional intelligence of the leader will bring more effective and enhance employee performance However, out of four leadership styles, the visionary leadership combine leader’ emotional intelligence has negative effect on employee Finally, although emotional intelligence and leadership styles had a significant effect on employee performance, the emotional intelligence, charismatic leadership were affected more ii than others This research therefore adds a new dimension to employee performance, leadership styles and emotional intelligence, since no similar study has been conducted As this research takes place in the Vietnam context, the findings of this study were expected to provide references to a corporate body in operating the human resource management strategy and developing the leadership style iii ACKNOWLEDGEMENTS Firstly, I am deeply indebted to Dr Adwin Bernal and sincerely grateful for your infinite patience, direction, support, wisdom, and guidance throughout the research Additionally, I would like to thank the following individuals for their contributions and cooperation throughout the research: • All the leaders and employees who took the time to complete the questionnaires • Dr Nguyen Thanh Hai and Trinh Thi Hieu, from the International training center of Thai nguyen University, for their help and assistance with the research • My colleagues in The University of Labour and Social Affair, for their continuous encouragement and support through the good and bad times, and also for helping with the proofreading of the document Finally, Many thanks and much appreciation to my family members and friends who both supported and encouraged me throughout this process iv Contents ABSTRACT ii ACKNOWLEDGEMENTS iv LIST OF TABLES vii CHAPTER I: INTRODUCTION 1 Background of the study Statement of Objectives Statement of the Problem 4 Hypotheses 5 Significance of the study Scope and Limitations of the Study CHAPTER II: REVIEW OF RELATED LITERATURE AND STUDIES 2.1.Leadership 2.2 Emotional intelligence 18 2.3.Employee performance 23 2.4 Relationship between employee performance, leadership and emotional intelligent 30 CHAPTER III: RESEARCH METHODOLOGY 36 3.1 Research design 36 3.2 Population and Sample 37 3.3 Measuring Instruments Used 37 3.5 Data gathering procedure 39 v 3.6 Statistical Analysis 40 CHAPTER IV: RESULTS AND DISCIUSSIONS 45 4.1 The Survey Respondents 45 4.2 Relationship Between Leadership Styles and Employee Performance 46 4.3 Relationship Between Employee Performance and Leaders’ Emotional 49 4.4 Relationships among Emotional Intelligence, Leadership Styles and 53 4.5 Most Effective Leadership Style in Vietnamese Companies 54 CHAPTER 5: SUMMARY OF FINDINGS, CONCLUSION AND RECOMMADATIONS 56 5.1 Summary of Findings 56 5.2 Conclusion 58 5.3 Recommendations 59 5.3.1.Recommendations for the leaders 59 5.3.2.Recommendations for the enterprises 60 5.3.3.Recommendations for future researchers 61 APPENDIXES 62 Appendix G: 78 Appendix H: 79 Appendix I: 80 Appendix K: Covariance Matrix 87 List of References 90 vi LIST OF TABLES Table 4.1: Sample and Response Rates…………………………………………………45 Table 4.2 The Distribution of the Participants in Terms of Gender…………………… 46 Table 4.3 Leadership Style Survey – Item Descriptions…………………………………47 Table 4.4: Means and standard deviations of leadership style……………………………48 Table 4.5 Emotional intelligence Survey – Item Descriptions……………………………50 Table 4.7: Means and standard deviations of employee performance……………………52 Table 4.12 Correlations between Emotional Intelligence and Employee performance….55 vii CHAPTER I: INTRODUCTION Background of the study In the global competitive market of today, Human Resources are playing a vital role in almost all aspects of life and in organizational development As more and more organizations are making progress, by making the use of human resources, they need some means to increase the performance in human resource by increasing the efficiency of leaders and their followers Emotional Intelligence is playing the vital role in the performance of the leaders T.Quang & N.T.Vuong (2002) state that management styles are profoundly influenced by the social cultures in which organisations operate It is important to identify the most suitable style of management to the specific operating circumstances of an organisation This research investigates the relationships among employee performance, leadership styles and emotional intelligence in enterprises in Hanoi, Vietnam To understand clearly that relationships, there is a need to consider some features of the Vietnamese culture Vietnam has a deep cultural heritage, which was developed over 4,000 years However, Vietnam’s history is characterized by turbulence due to centuries of foreign invasions and occupations The northern part of Vietnam was strongly influenced by the Chinese culture due to 1,000 years of dominance of the Chinese feudalism In general, the Vietnamese people are hospitable and industrious The history and geographic vicinity meant that Vietnamese people share many of the cultural and business practices of their Chinese neighbours In the words of Hofstede (1980), the Vietnamese culture can be described as high power distance, high collectivism, moderate uncertainty avoidance, and high context (Swierczek, 1994, Quang, 1997; Ralston et al., 1999) The high power distance characteristic is present in the daily life of Vietnamese as well as in business In the family, sons and daughters have to obey parents’ orders In organisations, there is a clear subordinate-superior relationship Titles, status, and formality are very important in Vietnamese society Collectivism has existed for a very long time in Vietnam It is characterised by tight social frameworks and self-functioning communities People expect ‘in groups’ to look after their members to protect them, and provide them with security in return for their loyalty Vietnamese people place importance on fitting in harmoniously and avoiding losing the other’s face In conflicts, they prefer to come out with a win-win situation Vietnamese culture displays moderate uncertainty avoidance People in society feel threatened by ambiguous situations and try to avoid these situations by providing greater job stability, establishing more formal rules, and rejecting deviant ideas and behaviour One of the distinctive features in the Vietnamese society is indirect speech, resulting from the importance of saving face In compensation, the Vietnamese have a very good sense of humour that surfaces often in every opportunity and conversation In economy, Vietnam is a nation in transition and a country full of opportunities It has a large, young, dynamic and highly literate population that has potential to be developed as a resource to attain high levels of sustained economic growth (Quang, 2006) Before 1986, Vietnam was a command economy dominated by large bureaucratic state-owned enterprises (SOEs), an inefficient agricultural base and small family businesses Vietnam started a profound economic reform in 1986 that aimed to transform the country from a command economy into market oriented economy called Doi moi As a consequence, Vietnam has substantially elevated its economy and the living standards of Vietnamese people The country reaped average economic growth rate (GDP) of over 7% during the 1990s and early 2000s, especially more than 8% in 2006, which made it one of the highest growing economies in the World (World Bank, 2006) Excessive reliance on factor accumulation to support rapid growth is bound to be unsustainable There is a limit to how fast factors can grow to support a rapidly growing economy Although Vietnam has a large population base, people with necessary education and skill to work in industry and services are getting increasingly scarce This has led the SEDP to identify skills and human capital as one of the breakthroughs for the next five years At the same time, rapid growth in credit, which is the basis for brisk growth in capital accumulation, has led to macroeconomic instability, forcing the government to pursue a tighter monetary policy in recent year Another sign of weakness in Vietnam’s economy is its persistent macroeconomic instability For four years in a row, Vietnam has had one of the highest inflation rates in Asia, averaging nearly 16 percent a year between 2008 and 2011 Along with high inflation, Vietnam has also been coping with persistent pressure on its currency, falling levels of foreign exchange reserves, an underperforming stock market, high sovereign spreads and domestic capital flight It has thus become an exception to the broader trend of the rest of the emerging markets in Asia, which are dealing with appreciating currencies, rising foreign exchange reserves, and increasing capital inflow.WEF showed more pessimistic view of Vietnam's twodigit surging inflation situation currently In addition, high state budget deficit ratio (6 per cent in 2010) and substandard infrastructure continue to be the major concerns of experts to Vietnam (road infrastructure ranked at No 123 and port at No 111) The quality of education, despite gaining significant progresses from last year, was still ranked in the low average group 86 Appendix K: Covariance Matrix Coefficient Correlationsa Model Charismati cs Visionary Correlations Leadershi onal Emotional Transactional Leadership Transformati p Leadership intelligence Leadership Visionary Leadership 1.000 -.554 -.260 -.674 -.532 Charismatics -.554 1.000 -.092 626 329 -.260 -.092 1.000 020 -.391 Emotional intelligence -.674 626 020 1.000 058 Transactional -.532 329 -.391 058 1.000 1.042E-6 -2.591E-7 -1.869E-7 -6.842E-7 -4.067E-7 -2.591E-7 2.096E-7 -2.967E-8 2.848E-7 1.126E-7 -1.869E-7 -2.967E-8 4.963E-7 1.375E-8 -2.060E-7 Emotional intelligence -6.842E-7 2.848E-7 1.375E-8 9.886E-7 4.315E-8 Transactional -4.067E-7 1.126E-7 -2.060E-7 4.315E-8 5.603E-7 Leadership Transformational Leadership Leadership Covariances Visionary Leadership Charismatics Leadership Transformational Leadership Leadership a Dependent Variable: Employee performance 87 Appendix L: The results of Linear regressions Summary of the Linear Regression Model for Hypothesis One Model Summary Adjusted R R R Square Square Std Error of the Estimate 950 903 902 12596 Model a Predictors: (Constant), Transformational leadership, Transactional leadership, Visionary leadership, Charismatics leadership b ANOVA Model Sum of Squares Regression Mean Square F 54.564 13.641 5.870 370 60.435 Sig 859.761 000 a 016 374 Residual Total df a Predictors: (Constant), Transformational leadership, Transactional leadership, Visionary leadership, Charismatics leadership b Dependent Variable: Employee performance Coefficients a Model Standardiz ed Unstandardized Coefficients Coefficients B Std Error (Constant) 905 064 Transactional leadership 040 012 Charismatics leadership 303 Visionary leadership Transformational Beta t Sig 14.088 000 065 3.383 001 030 625 10.139 000 048 027 095 1.803 072 156 022 266 6.966 000 leadership a Dependent Variable: Employee performance 88 Summary of Hypothesis Three Results Table 4.14: Summary of Hypothesis Three Results Model Summary Model Adjusted R R a .999 R Square a Square 998 Std Error 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