000			01872nam a2200169 4500
999			_c509521 _d509521
008			190513b ||||| |||| 00| 0 eng d
100			_aMatjie, Tshepo _95452
245			_aThe relationship between the leadership effectiveness and emotional competence of managers in the public sector
260			_c2018
300			_ap.1271-1278.
520			_aThis article reports on the perceived relationship between leadership effectiveness and the emotional competencies of managers in the public sector, and the impact of this relationship on service delivery. In the light of continual protests over government’s poor service delivery to the public, doubts are raised about the leadership effectiveness of public officials. Research has identified the leadership effectiveness of managers in the public service as crucial for quality service delivery. Industrial psychologists have also identified leadership effectiveness and emotional competencies as important ingredients for success in organizations. This is due to the facts that effectiveness and efficiency can be attained only if an appropriate leadership style and manager’s emotional competencies or abilities are in place. Findings from the research indicate that currently managers in the public sector possess insufficient emotional competencies to subdue emotional outbursts and achieve effective leadership. Based on the findings and the literature, the conclusion is that it is imperative for managers of public entities to acquire effective leadership skills and become emotionally competent. Relevant training and interventions, and a comprehensive management recruitment process, should be put in place. - Reproduced.
650			_aEmotional development _95453
650			_aPublic sector _95454
773			_aInternational Journal of Public Administration
906			_aLeadership
942			_2ddc _cAR