The Connections Between Team Emotional Intelligence and Team Effectiveness in Financial Services - Case X Oyj
Peltola, Maija (2016)
2016
Master's Degree Programme in Business Competence
Johtamiskorkeakoulu - School of Management
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Hyväksymispäivämäärä
2016-09-28
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:uta-201610142448
https://urn.fi/URN:NBN:fi:uta-201610142448
Tiivistelmä
The increasing need for growing effectiveness in companies dealing with challenges of globalized markets has heightened the need for research on what makes work groups or teams more effective. Since the 1990's the concept of emotional intelligence has intrigued researchers in the field of both psychology and business economics. Recently, there has been growing interest in studying the connections between emotional intelligence and effectiveness or performance. Emotional intelligence has been stated to aid in adapting to changing environments, effective communication and applying a variety of interpersonal skills that are crucial in teamwork. Moreover, distinctive features of an effective team have been examined covering characteristic of the team and external factors.
The main goal of this research was to raise the understanding of the connections between team emotional intelligence and team effectiveness in teams working in financial services in a shared service center. In detail, this research strove to create a theoretical framework combining the key competencies of emotional intelligence and characteristics of an effective team. The second detailed goal was to research if connections between the team emotional intelligence and characteristics of an effective team are identifiable in the case company. Finally, this research aimed at evaluating the findings to better understand the connections by reflecting to previous research. This research was a qualitative case study that utilized semi-structured interviews, a questionnaire and archival data as research methods.
In the literature review the concept of emotional intelligence was presented extensively and the most prevalent characteristics of an effective team were reviewed. The existing studies covering the connections between these two were summarized. The theoretical framework includes three parts; team emotional intelligence (social and personal competencies), the known connections and the unknown connections to team effectiveness.
In the case company five teams and total of 25 people were interviewed and asked to fill in the questionnaire. The empirical data analysis revealed that most of the known and some of the unknown connections were identifiable in the teams in the case company. The value of this research is in the descriptions of the connections, how they present themselves in practice in the case company. In conclusion, some of the connections could have been elaborated further however the goals of this research were met quite well.
The main goal of this research was to raise the understanding of the connections between team emotional intelligence and team effectiveness in teams working in financial services in a shared service center. In detail, this research strove to create a theoretical framework combining the key competencies of emotional intelligence and characteristics of an effective team. The second detailed goal was to research if connections between the team emotional intelligence and characteristics of an effective team are identifiable in the case company. Finally, this research aimed at evaluating the findings to better understand the connections by reflecting to previous research. This research was a qualitative case study that utilized semi-structured interviews, a questionnaire and archival data as research methods.
In the literature review the concept of emotional intelligence was presented extensively and the most prevalent characteristics of an effective team were reviewed. The existing studies covering the connections between these two were summarized. The theoretical framework includes three parts; team emotional intelligence (social and personal competencies), the known connections and the unknown connections to team effectiveness.
In the case company five teams and total of 25 people were interviewed and asked to fill in the questionnaire. The empirical data analysis revealed that most of the known and some of the unknown connections were identifiable in the teams in the case company. The value of this research is in the descriptions of the connections, how they present themselves in practice in the case company. In conclusion, some of the connections could have been elaborated further however the goals of this research were met quite well.