The Relationship of the Components of Emotional Intelligence with Organizational Agility in the Healthcare Network

Abstract

Background: The paradigm of organizational agility is a new concept that embodies the most favorable organizational status considering the existing developments. Moreover, emotional intelligence (EI) is a major factor contributing to success in occupational settings and social relationships. Objectives: The present study was therefore conducted to explain the relationship of the components of EI with organizational agility in the healthcare network. Methods: The present correlational cross-sectional study was conducted in 2017 on 148 employees of the healthcare network of Kangavar-Iran, who were selected using simple random sampling. Data collection tools comprised the standard Goleman's emotional intelligence test (EIT) with a reliability coefficient of 0.89 and Spitzer's organizational agility scale with a reliability coefficient of 0.92. The data collected were analyzed using the Pearson correlation test, the t-test, regression analysis and structural equations modeling. Results: The t-test found the status of EI and organizational agility to be desirable. The results of the Pearson test also suggested positive and significant relationships between EI and organizational agility. Moreover, regression analysis found self-awareness to predict 32% of variations in organizational agility, self-management to predict 28%, social awareness 19% and relationship management 36%. Conclusions: Given the positive effects of EI on organizational agility, the managers of the healthcare system are recommended to lay the foundations for improving organizational agility through paying attention to EI.

Survey-Based Studies of the Agility Construct in the Healthcare Sector: A Systematic Literature Review

“…Pazhouhan et al [57] Organizational agility Adopted from [58] Emotional intelligence dimensions (self-awareness and relationship management) have a positive effect on safety performance subdimensions (safety compliance and safety participation).…”

“…This alignment was observed in the work of four authors [8,9,34,55]. However, Pazhouhan et al [57] offered a distinct perspective, evaluating organizational agility through three dimensions: total quality management, human resource management, and change management. Bradley et al [40] adopted a two-dimensional approach, focusing on market responsiveness and external relationship management.…”

“…Melián-Alzola et al [55] discussed organizational agility as a crucial management criterion in hospital units, highlighting its role in responding rapidly and flexibly to changes. Pazhouhan et al [57] stress the importance of agility in healthcare organizations, considering their critical mission in maintaining community health and well-being.…”

“…This review extracted all the literature related to developing questionnaires/instruments used to measure the agility constructs in the healthcare industry. Through the 21 empirical studies collected in this literature review, only 4 publications [8,9,57,60] used existing questionnaires to study their respective agility constructs. Table 5 summarizes these findings.…”

“…Organizational Agility questionnaire by Sharifi and Zhang [7], which was used in [8,9]; • Organizational Agility questionnaire by Spitzer [58], which was used in [57]; • Workforce Agility questionnaire by Sherehiy and Karwowski [61], which was used in [60]. Among the remaining 17 studies, 13 publications formulated their questionnaires based on the existing literature.…”