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Summary
In this data analysis and presentation, there was a research which was assigned to a selected company, which chose to use 50 questionnaires and whereby only 22 of them were responded to. The researchers, therefore, emptied the data after the collection and made some tabulation in a way that could best fit the hypothesis and the variables of the study. It was noted that from the sample, the number of men exceeded that of females with their reasoning based on the nature of the work, such as the managerial levels which seemed more likely to be led by men rather than female (Lopes et al 2006). On the broad issue of leadership and more precisely age, the researchers realized that the nature of leadership as per the presented sample by the company, they were the first and second category of ages, which generally ranged between 20-30 years of age, which represented the majority as young leaders and the aged leaders between 31-45 years of age coming third and fourth, something which called for adoption of the company with experienced leadership from older people irrespective of whether they are successful or not.
From the sample presented, it was definitely clear that Namaa heavily relied on leaders from Omani for different departments to work for their company. Considering the educational background and achievements of the presented sample of leaders, it was clear that diploma graduates represented the biggest number in the company (Cherniss, 2000, April). On the issue of emotional intelligence use, we can conclude that it had been given a certain percentage of priority in the company and therefore its use is greatly encouraged. From the research done, it was evident that dealing with workers emotionally greatly affects their performance in the company. It was also clear from the research that it would be more functional if traditional problems are solved in new ways. Additionally, it's good for subordinates to be motivated to develop themselves and their skills. Technology, to a greater extent, affects the relationship between the subordinates and the managers.
From the sample presented, it was clearly indicated that a greater percentage of the workers could control their feelings when dealing with certain issues and problems in the company. There was an agreement by the workers that they are always aware of their emotional states before starting to work with the subordinate (Black, 1991). Majority of the respondents agreed that they can handle their decision-making issue without the effect of their emotions while a smaller percentage of the respondents thought that decision making is related to the emotions of a person. As per the research, emotional anxiety with motivation tends to attract job satisfaction and one can, therefore, work against exhaustion. A democratic working condition will create a smooth flow of ideas from the manager to the workers and vice versa and hence help the company to successfully run its operations (Serrat, 2017). Utilization of one's emotional intelligence is of great importance in a company and will motivate the employees and hence good job performance as a result. Lastly, it is evident from the research and sampling of information that technology impacts positively on the relationship between manager and the subordinates and the performance they exhibit in return.
Black, (1991). Data analysis and presentation. In an Instrumental analysis of pollutants (pp. 335- 355). Springer, Dordrecht.
Cherniss, (2000, April). Emotional intelligence: What it is and why it matters. In the annual meeting of the Society for Industrial and Organizational Psychology, New Orleans, LA(Vol. 15).
Lopes, Grewal, Kadis, Gall, & Salovey, (2006). Evidence that emotional intelligence is related to job performance and affect and attitudes at work. Psicothema, 18.
Serrat, (2017). Managing knowledge workers. In Knowledge Solutions (pp. 285-287). Springer Singapore.