Determinants of Perceived High-Performance Management Competency among School Middle Managers
ABSTRACT
To investigate the perceived performance management competency of selected school middle managers, data on intelligence quotient, emotional quotient, 2015 individual performance commitment and review and non-intellective profile of the respondents were gathered and correlated through an IQ test, performance and EQ surveys and data mining, alongside a focused group discussion with key informants. In the study, the respondents were described as mostly middle-aged and married females with master’s degree, administrative experience of not less than 10 years, stable mental abilities, slight vulnerability in EQ values and beliefs and EQ outcomes, but generally with proficient emotional intelligence and outstanding 2015 individual performance commitment review rating. Their perceived high-performance management competency is between Intermediate to Advanced, while their overall perceived competency in all dimensions is Intermediate. Results to the correlation analyses revealed that there were no significant relationships between IQ and EQ and their non-intellective profile; however IPCR results were strongly correlated to civil status and sex. There were no significant relationships between the respondents’ perceived high-performance management competency and intellective and non-intellective profiles, but there was significant relationship between their perceived high-performance management competency and the EQ section on Values and Beliefs. Based on the EQ sections, there was a significant relationship between Emotional Literacy and decade of birth and civil status as there was significant relationship between their EQ Competencies and decade of birth. Moreover, there was significant relationship between their EQ Values and Beliefs and highest educational attainment; however there was no significant relationship between the overall EQ sections and the respondents’ non-intellective profile. Lastly, the focused group discussion revealed that being consultative and democratic, respectful, humanitarian, decisive, and technically competent are desirable middle management qualities.
KEYWORDS
perceived high-performance management, emotional intelligence, intelligence quotient, individual performance commitment and review