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Impact of the Intensive Program of Emotional Intelligence (IPEI) on work supervisors

Gustavo Adolfo Rodríguez García1, Belén López-Pérez2, Manuel Antonio Férreo Cruzado3, María Elena Fernández Carrascoso3 and Juan Fernández1

1 Universidad Complutense de Madrid,
2 Liverpool Hope University and
3 Asociación N-Acción

Background: This study aimed to evaluate the effect of the Intensive Program of Emotional Intelligence (IPEI; Fernández, 2016; Férreo, 2016) on middle managers’ emotional intelligence, as this variable may have a significant impact on personal satisfaction, task performance, and the work environment. Method: The intervention was applied to work team supervisors in a large call center, as it is an overlooked sector in this topic. Two-hundred and eighty-two supervisors from a Madrid-based, Spanish multinational (51.4% men and 48.6% women) participated in this study. Participants were assigned to the experimental group (n = 190) or the control group (n = 92) by availability, according to management decision. All supervisors filled in two questionnaires to evaluate the different components of intrapersonal emotional intelligence (i.e., attention, clarity, and repair; TMMS-24; Fernández-Berrocal, Extremera, & Ramos, 2004) and cognitive and affective empathy (i.e., perspective taking, emotion understanding, empathic joy, and personal distress; TECA; López-Pérez, Fernández, & Abad, 2008). Results: The findings showed an increase in the studied variables for the experimental group. Conclusions: The results obtained support middle managers’ training in emotional competences through short, efficient, economic programs. Potential limitations and implications of the results are discussed.

Impacto del Programa de Inteligencia Emocional Intensivo (PIEI) en supervisores de trabajo. Antecedentes: este estudio se centra en la evaluación del Programa de Inteligencia Emocional Intensivo (PIEI; Fernández, 2016; Férreo, 2016) aplicado a supervisores de trabajo. El programa pretende incrementar la inteligencia emocional, ya que esta variable incide en aspectos como la satisfacción personal, el desempeño de tareas y el clima laboral. Método: la intervención se aplicó a supervisores de un gran call center, un sector poco estudiado en este ámbito. Participaron 282 supervisores pertenecientes a una empresa española multinacional, radicada en Madrid (51,4% varones y 48,6% mujeres). Fueron asignados, por disponibilidad, al grupo experimental (n = 190) o al grupo control (n = 92). Todos los supervisores respondieron a dos cuestionarios: uno para evaluar los componentes de inteligencia emocional intrapersonal (v.g., claridad, comprensión y reparación; TMMS-24; Fernández-Berrocal, Extremera y Ramos, 2004) y otro para medir empatía cognitiva y afectiva (v.g., adopción de perspectivas, comprensión emocional, alegría empática y estrés empático; TECA, López-Pérez, Fernández y Abad, 2008). Resultados: los resultados mostraron una mejora en las variables de estudio tras aplicar el programa en el grupo experimental. Conclusiones: los resultados obtenidos apoyan la formación emocional de mandos intermedios con programas breves, eficaces y económicos. Además, se discuten las limitaciones e implicaciones de los resultados obtenidos.


Impact factor 2021:   JCR (WOS): 4.104 (Q1)   |   SJR (Scopus) : 1.308 (Q1)    |  CiteScore 2020: 5,3