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Chapter 4
Data Analysis and presentation
Introduction
The researcher surveyed the selected company for the study and the questionnaire was distributed to 50 employees, but only 22 employees was responded . After collecting the questionnaires, the researchers emptied the data and tabulated it in a way that fits the study variables and hypotheses. The analysis and processing of the data for the study were carried out by the statistical program SPSS. Researchers write a clear description for each table and chart to make it easier for the reader to understand.
Data Analysis
4.1 Gender of the Leaders
| Male or Female | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | male | 16 | 72.7 | 72.7 | 72.7 |
| female | 6 | 27.3 | 27.3 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
The number of males in the sample was (16) (72.7%) of the total sample, while the number of females was (6) (27.3%) of the total sample. The researchers noted that the number of males exceeds the number of females. This is due to the fact that the nature of the work, especially the managerial levels, is more likely to lead with males than females.
4.2 Age of employee
| Age | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | 20-25 | 9 | 40.9 | 40.9 | 40.9 |
| 26-30 | 9 | 40.9 | 40.9 | 81.8 | |
| 31-35 | 2 | 9.1 | 9.1 | 90.9 | |
| 36-40 | 1 | 4.5 | 4.5 | 95.5 | |
| 41-45 | 1 | 4.5 | 4.5 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
The number of leaders of them who were investigator of age (20-25) 9 (up) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age from (26-30) 9 (by) 40.9 % (of the total sample size, and the number of leaders of them who was the investigator of age of (31-35) 2 (by) 9.1% (of the total sample size. The number of leaders who were their age (36-40) was 1 (4.5%) of the total sample size and finally the number of leaders who were their age (41-45) was 1 (4.5%) of the total sample size.
The researchers believe that the nature of the leaders in the company sample study are the first and second category of the ages between 20-30 are the majority indicates the adoption of the company significantly on young people and new cadres, while Leaders aged between 31 and 45 came in third, fourth and fifth place, and this is what they points out to the need to adopt the company also on the leadership with great experience, because older Leaders had experience as a result of past experiences, whether successful or unsuccessful.
4.3 Leaders Nationality
| Nationality | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Omani | 21 | 95.5 | 95.5 | 95.5 |
| Non – Omani | 1 | 4.5 | 4.5 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
The number leaders who were included in the questionnaire who were Omani nationals were 21 (95.5% of the total sample size and the number of non-Omanis was 1 (4.5%) of the total sample size, so it is clear that Namaa relies heavily on Omani leaders in different departments in the company.
4.4 Leaders Education
| Education | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | High school | 4 | 18.2 | 18.2 | 18.2 |
| Diploma | 11 | 50.0 | 50.0 | 68.2 | |
| Bachelors | 6 | 27.3 | 27.3 | 95.5 | |
| MPA | 1 | 4.5 | 4.5 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
The number of leaders who were included in the questionnaire of high school graduates were 4 (18.2%) of the total sample size , the number of leaders of Diploma graduates were 11 (50.0%) of the total sample size, the number of leaders of Bachelors graduates were 6 (27.3%) of the total sample size and the number of leaders had Master degree was 1 (4.5 %) of the total sample size.
It is clear from the table and the graph that the leaders of the diploma graduates and who have bachelor’s degree are the largest proportion in the company.
Q1. Is there using for emotional intelligence in this company?
1. In this question the leader has to determine if there is using for emotional intelligence in Nama company or not Where leaders are required to choose one of the options offered, and the results are as the follows:
| Q1 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Yes | 14 | 63.6 | 63.6 | 63.6 |
| No | 5 | 22.7 | 22.7 | 86.4 | |
| Maybe | 3 | 13.6 | 13.6 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
The percent that represents agrees of using emotional intelligence in the company was more than the disagree percent. It was( 63.6%), while the percent who said there no use of emotional intelligence was 22.7%).So. we can say emotional intelligence takes an important part in Namaa’ company. It encourages the usage of emotional intelligence between employees.
Q2. Do you think dealing emotionally effect employee performance in the company?
2. In this question, we want to know the opinion of Nama leaders if dealing emotionally effect employees performance or not . Here are the results of the survey:
| Q2 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Yes | 19 | 86.4 | 86.4 | 86.4 |
| No | 2 | 9.1 | 9.1 | 95.5 | |
| Maybe | 1 | 4.5 | 4.5 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
The number of leaders who think that dealing emotionally affects the performance in the company was 19 (86.4) of the total sample size. On the other hand, the number of leaders who said that the emotional has no effect on the performance of the company was just 2 (9.1) of the total sample. This means that the higher per cent agree that dealing emotionally has a direct affect in the company.
Q3. Do you encourage subordinates to think about solving traditional problems in new ways?
3. In this question, we want to know if leaders in Nama encourage their subordinates to think about new ways to solve problems. Here are the results of the survey:
| Q3 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Yes | 9 | 40.9 | 40.9 | 40.9 |
| No | 5 | 22.7 | 22.7 | 63.6 | |
| Maybe | 8 | 36.4 | 36.4 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
The number of subordinates think the solving traditional problems in new ways in the company was 9(40.9)% of the total sample on the other hand, the number of worker who say the solving in traditional problems has no effect was just 5(22.7)% of the total sample. This means that higher per cant yes to solving traditional problems for new ways.
Q4. Are you motivating your subordinates to develop themselves and their skills?
| Q4 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Yes | 16 | 72.7 | 72.7 | 72.7 |
| No | 4 | 18.2 | 18.2 | 90.9 | |
| Maybe | 2 | 9.1 | 9.1 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
The per cant that represents the say yes from motivating subordinates to develop themselves and their skills in the company was mor that the said no. it was 16(72.7)% and same employees say no 4(18.2)% of the total sample . most the employees agreed to motivate themselves and their skills.
Q5.Does technology affect the relationship between the manager and the subordinate ?
| Q5 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Yes | 18 | 81.8 | 81.8 | 81.8 |
| No | 1 | 4.5 | 4.5 | 86.4 | |
| Maybe | 3 | 13.6 | 13.6 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
The number of technology effect the relationship between the manger and the subordinate was 18(81,8)% of the total sample on the otter hand the number of employees who said that technology between the manager was just 1(4.5)% of the total sample most the employees the agree with the majority that a manager and the subordinate .
Q6. Do you have the ability to control your feelings while trying to solve problems with others?
| Q6 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Yes | 11 | 50.0 | 50.0 | 50.0 |
| No | 6 | 27.3 | 27.3 | 77.3 | |
| Maybe | 5 | 22.7 | 22.7 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
In the above table we can see the distribution of the workers on if they are able to control their feelings while they are involved to others problem such as personal problems or family problems. The half of the people who took this survey answered yes which is 11 with (50 %). The percentage of the people who answered with NO were 6 which is (27.3 %) and the less percentage here went with the people who answered with MAYBE with 5 (22.7 %). This shows clearly that the percentage of the people who can control their feeling while they are going through any other problems was the biggest percentage, and only a few who answered with NO.
Q7. When I start my job with subordinates I am on fully aware of my emotional state.
| Q7 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Strongly agree | 4 | 18.2 | 18.2 | 18.2 |
| Agree | 14 | 63.6 | 63.6 | 81.8 | |
| Neutral | 4 | 18.2 | 18.2 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
In the atop table the percentage of the people who answered STRONGLY YES were 4 (18.2 %) But the biggest number of people answered with just AGREE were 14 (63.6), And only a few people who answered with NATURAL were 4 (18.2). It is undoubtedly from this distribution that people agreed on starting their jobs with subordinates on fully aware of their emotional state.
Q8. I control the emotions that surround me and turn them away from me to not affect my decisions.
| Q8 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Strongly agree | 6 | 27.3 | 27.3 | 27.3 |
| Agree | 8 | 36.4 | 36.4 | 63.6 | |
| Neutral | 7 | 31.8 | 31.8 | 95.5 | |
| Disagree | 1 | 4.5 | 4.5 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
In the above table we can see the number of respondents who said they can control the emotions which surrounds them and how they will overcome that. The data collected through questionnaires and It is interpreted that out of 22 respondents, the results shows that 27.3% of the respondents strongly agree that they can control the emotions and they can keep the emotions away while making the decisions. Then 36.4% of the respondents do agree with the control of emotions where as 31.8% of the respondents were neutral and 4% of the respondents said that emotions will affect the decision making. We found that most of the respondents said that they are able to control the emotions and they can handle the decision-making power without affecting the emotions. Whereas very small percentage of respondents do not agree with this they believe that emotions and decision making are related to each other.
Q9. I take advantage of my anxiety to motivate myself.
| Q9 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Strongly agree | 7 | 31.8 | 31.8 | 31.8 |
| Agree | 8 | 36.4 | 36.4 | 68.2 | |
| Neutral | 4 | 18.2 | 18.2 | 86.4 | |
| Disagree | 3 | 13.6 | 13.6 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
In the above table we can see the number of respondents who said they can take the advantage of anxiety to motivate self and how it will help the company in long run by motivating themselves through anxiety. The data collected through 22 respondents, it is interpreted from the data collected that 31.8% respondents strongly agree that anxiety will help to motivate self, they believe that high stress environment is a boon rather than bane they said that respondents will use their experience to motivate themselves. where as 36.4% of the respondents said that they do agree that it will help to certain extent and the 16.2% were neutral they were not able to decide how far anxiety will motivate self and 13.6% of the respondents disagree that anxiety will help to motivate self, they believe that anxiety will harm concentration. We found that worker with higher anxiety motivation tend to do good work, higher the anxiety motivation tended to report higher job satisfaction than the lower anxiety motivation. Anxiety motivation can protect the worker against emotional exhaustion.
Q10. I listened to the subordinates well, exchanged ideas with their smoothness and allowed them to communicate with me easily.
| Q10 | |||||
| Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Valid | Strongly agree | 3 | 13.6 | 13.6 | 13.6 |
| Agree | 11 | 50.0 | 50.0 | 63.6 | |
| Neutral | 5 | 22.7 | 22.7 | 86.4 | |
| Disagree | 3 | 13.6 | 13.6 | 100.0 | |
| Total | 22 | 100.0 | 100.0 |
In the above table we can see number of respondents who said who allows their employees to communicate with them is 13.6% of the respondents who said they strongly agree that they will believe in two-way communication, where as 50% of the respondents agree with that they listened to the subordinate and will try to exchange ideas. Whereas 22.7% of the respondents are neutral they said only in certain decision they will engage employees, otherwise they will try to keep the distance from the worker. Whereas 13.6% of the respondents said that they will not listen to employees, discussing with employees is a waste of time and they will have lack of management knowledge and they believe in giving direction to employers rather than exchanging the ideas. We found that manager who believe in democratic style of leadership is higher and they believe that with this type of leadership they can motivate the worker, since the worker are nearer to the job with these types of communication will allow them to give better ideas, this will help the company to run successfully.
Q 11. In your opening what is more (advantages or disadvantages )iatn using emotional intelligence by leaders in Nama?
Most answer was that advantages of using emotional intelligence is more than disadvantages and here are answers of this question:
· I think advantages is more
· Advantage: few leaders use it in a logical manner for business & workplace success and making faster decisions . Disadvantage: most of management use it to manipulate people, not helps others in using & improving critical thinking skills and for personal gain which is common.
· It’s help to reduce bullying. It can make a person more open and agreeable.
· Sometimes you need to use the emotional side of human aspects taking into consideration some of the staff who deserve it so you can be close to your staff.
· Its disadvantages are not easy, but drive leadership to ignore principles and impose fundamentals and thus create challenges to use this emotional intelligence.
From these answers we can say that most leaders in Nama company believe that using of emotional intelligence has more advantages and when they use their emotion in smart way they will performance good and will motivate their employee to performance good.
Q 12. What do you think is the most impact of technology on the relationship between the manager and subordinates and their performance at work?
We get deferent type of answer for this question as following:
· Less & gap of communication and he might not utilize the right skills of the employees!
· will make closed relation between them and it will make the communication more effected
· Misusing or incompetent to use the technology will cause lake or insufficient communication.
· Technology is currently one of the most important aspects of the work, which facilitates the communication between the manager and the staff, and know the work of the employees and other solutions that need to help know the conditions of employees in the company so it can’t be dispensed with.
· I think that the use of technology keeps pace with the present, in addition to it enhances performance between managers and subordinates. Its impact is on the progress of subordinates’ performance.
From answers we can see that some leaders in Nama company think that technology has good impact on relation between them and their employee, on the other hand some of them think technology has bad impact on relation but the majority go with good impact of
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