Kepimpinan Dan Kecerdasan Emosi Dalam Kalangan Barisan Pengurusan Tertinggi Institut Pengajian Tinggi

Leadership And Emotional Intelligence Among Highest Management Line-Ups In Higher Learning Institution

Abstract

Emotional intelligence and leadership are main aspects in determining a leader’s effective leadership in any organisation. In relation to that matter, this study focuses on emotional intelligence and leadership among the highest management line-ups of a faculty in higher learning institution. This study is a quantitative study involving 59 highest management line-ups of a faculty consist of Dean, Deputy Dean and Head of Department of a faculty from higher learning institution in Selangor. Objectives of this study are to see the profiles of emotional intelligence, leadership profile, as well as to identify the relation between emotional intelligence and leadership among Dean, Deputy Dean and Head of Department. Malaysian Emotional Quotient Inventory – Adult (IKEM-MEQI) by Noriah et. al. (2004) was used to measure emotional intelligence aspect while Malaysian Leadership Audit Trail Inventory- Adult (MLATI) by Noriah-Elmi (2013) was used to measure leadership aspect. The result of this study shows that the level of emotional intelligence among Dean, Deputy Dean and Head of Department of a faculty in a higher learning institution is at a high level (mean = 4.3). Analysis for each emotional intelligence domain also portrays high level. Domain of self awareness (mean = 4.5), empathy (mean = 4.3), self regulation (mean = 4.3), self motivation (mean= 4.1), social skill (mean = 3.9), spiritual (mean = 4.9) and maturity (mean = 4.8). Study also shows leadership profile among Dean, Deputy Dean and Head of Department of faculty in higher learning institution was at high level (mean = 4.2). Analysis for each leadership domain also shows high level. Service strategy and leadership model domain (mean = 4.3), recruit (mean = 4.3), assessment and acknowledgment (mean = 4.8), placement (mean = 4.0), building leadership (mean = 4.2), involvement and preservation (mean = 3.9), relation with authorities (mean = 4.1). Result of the study also shows significant relation between emotional intelligence and leadership among Dean, Deputy Dean and Head of Department of faculty in higher learning institution.

Abstrak

Kecerdasan emosi dan kepimpinan merupakan aspek utama yang menentukan keberkesanan kepimpinan seseorang pemimpin dimana-mana organisasi. Oleh yang demikian, kajian ini memfokuskan kepada aspek kecerdasan emosi dan kepimpinan dalam kalangan barisan pengurusan tertinggi fakulti di Institusi Pengajian Tinggi. Kajian ini adalah berbentuk kajian kuantitatif yang melibatkan 59 orang barisan pengurusan tertinggi fakulti yang terdiri daripada dekan, timbalan dekan dan ketua jabatan fakulti dari institusi pengajian tinggi di Selangor. Objektif kajian ini adalah untuk melihat profil kecerdasan emosi, profil kepimpinan serta mengenalpasti hubungan antara kecerdasan emosi dan kepimpinan dalam kalangan dekan, timbalan dekan dan ketua jabatan. Inventori Kepintaran Emosi Malaysia – Dewasa (IKEM-MEQI) oleh Noriah et. Al (2004) digunakan untuk mengukur aspek kecerdasan emosi manakala Inventori Malaysian Leadership Audit Trail Inventory- Dewasa (MLATI) oleh Noriah-Elmi (2013) digunakan untuk mengukur aspek kepimpinan. Hasil kajian menunjukkan tahap kecerdasan emosi dalam kalangan Dekan, Timbalan Dekan dan Ketua-ketua Jabatan Fakulti di Institusi Pengajian Tinggi adalah di tahap yang tinggi (min 4.3). Analisis bagi setiap domain kecerdasan emosi juga menunjukkan tahap yang tinggi. Domain kesedaran kendiri (min 4.5), empati (min 4.3), regulasi kendiri (min 4.3), motivasi kendiri (min 4.1), kemahiran sosial (min 3.9), kerohanian (min 4.9) dan kematangan (min 4.8). Kajian juga menunjukkan profil kepimpinan dalam kalangan Dekan, Timbalan Dekan dan Ketua-ketua Jabatan Fakulti di Institusi Pengajian Tinggi adalah di tahap yang tinggi (min 4.2). Analisis bagi setiap domain kepimpinan juga menunjukkan tahap yang tinggi. Domain strategi perkhidmatan dan model kepimpinan (min 4.3), rekrut (min 4.3), penilaian dan penghormatan (min 4.8), penempatan (min 4.0), membina kepimpinan (min 4.2), penglibatan dan pengekalan (min 3.9), hubungan dengan pihak berkepentingan (min 4.1). Hasil kajian juga menunjukkan terdapat hubungan yang signifikan antara kecerdasan emosi dan kepimpinan dalam kalangan Dekan, Timbalan Dekan dan Ketua-ketua Jabatan Fakulti di Institusi Pengajian Tinggi.