L'intelligenza emotiva al lavoro. Assessment e training per valutare e potenziare lo stile di leadership e le abilità emotive dei manager nelle professioni socio-sanitarie

Management of change has become a strategic skill for organizations in the present turbulent scenario. To support human resources in overcoming their resistances and in defining appropriate coping strategies is a crucial process that the management is called to carry on as main agent of change. Moving from this evidence, the present action research has investigated in a longitudinal perspective managers’ emotional skills, resistance to change and leadership style. The context is the healthcare sector. More specifically, 38 managers working in an Oncological Institute have been invited to assess their emotional skills, their leadership style and their resistance to change. Then they have been involved in a training session that lasted 3 months and after 8 months they have been called to reassess their skills. The MSCEIT was used to assess Emotional Intelligence (Italian version by Curci & D’Amico, 2011), Transformational Leadership was assessed through the scale developed by Rafferty and Griffin (2004) and resistance to change through the Italian version of the Oreg Scale (2003). Results and implications are discussed in the paper.