The Impact of Emotional Intelligence on Strategic Intelligence "An Empirical Study in the Commercial Banks in Palestine" رسالة ماجستير

Abstract

This study examines the impact of emotional intelligence on strategic intelligence: “An Empirical Study in the Commercial Banks in Palestine”. The purpose of this study is to examine emotional intelligence by empirically investigating the effect of a set of emotional intelligence dimensions on strategic intelligence. To achieve this objective, a comprehensive model of the relations between emotional intelligence and strategic intelligence was developed then tested using a dataset of 229 banks managers out of 247 distributed questionnaire at the commercial banks in West Bank in 12 banks, a questionnaire consisted of 46 questions was designed for this purpose and divided into two axes; the first axis consisted of four main dimensions including the scales of : Self-Regulation, Self-Motivation, Self-Awareness, Social Skills, and the second axis consisted of three main dimensions including the scales of: Foresight, Visioning, and Motivation policy. The descriptive analytical approach was adapted in this study, different statistical techniques were used to analyze the data, so once the data were collected, cleaned, verified and entered, they were analyzed using the following data analysis techniques: First, descriptive statistics including measures of the mean, standard deviation, percentages, and frequency were used to describe and summarize the characteristics of the sample individuals included in the study. Second, inferential statistics including multiple-regression were used to test the study hypotheses. v The findings have shown the following first, an empirical support that strategic intelligence is positively and significantly affected by emotional intelligence different dimensions particularly self-regulation, self-awareness and social skills. Second, it's clear that emotional intelligence dimensions were found to be the most applied and practiced in West Bank's commercial banks. Third, managers in these banks should highly focus on direct employees to apply the vision of the bank, and on the necessary practices for adapting an effective strategic thinking and using the employees vision to unify all employees‟ efforts and core competencies and skills. The main study recommendations were as the following: First, the empirical evidence detected in this study support the general proposition of an EI-SI relationship. So, managers operating in researched banks are required to be “emotional intelligence leaders”. Second, managers are expected to look more in depth on how to include emotional intelligence practices in their bank's business strategy, structures, and systems that effectively integrate the activities of managing human resources, firm's relationships and enhancing strategic thinking for the sake of initiating and sustaining business value. Third, the bank's should work on employees looks at the positive aspects in most of the circumstances that they face, well manage their mood, respect others opinion, even if they disagree with different opinions.