Strategic Management and Leadership: Amadori EI Case Study Report

This report analyzes the emotional intelligence (EI) initiative implemented at Amadori, a European food industry company, to assess its impact on individual and organizational performance. The study investigates the key goals of the EI initiative, which included strengthening the organization through the application of competencies and developing a manager-as-coach perspective. The report details the methods used to implement and monitor the initiative, such as the use of Organizational Vital Signs (OVS) and internal performance management data. It further examines how EI influenced individual performance, revealing a strong correlation between EI and performance management scores. The study also explores how EI was used for employee engagement, demonstrating a positive relationship between managers' EI scores and employee engagement. The analysis highlights that EI had a significant impact on organizational performance, with plants having higher engagement levels performing better. Based on the analysis, the report concludes that EI is critical to organizational dynamics and performance, and it provides recommendations for leveraging EI to enhance team and organizational outcomes.

Running head: STRATEGIC MANAGEMENT AND LEADERSHIP
Strategic Management and Leadership
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1STRATEGIC MANAGEMENT AND LEADERSHIP
Q1. What were the key goals of the emotional intelligence initiative at Amadori?
Describe the methods used by the company to implement and monitor the initiative.
Answer 1- There are a total of two key goals of the emotional intelligence initiative at
Amadori and they are:
a) To become a stronger learning organisation by application of the competencies of the
company.
b) To develop further as manager-as-coach perspective where the managers continuously
support and guide their staffs or employees by means of providing them individual
development plans and feedbacks on their performance and improvement.
In order to implement and monitor the initiative, the company used OVS (Organisational
Vital Signs) for measuring the Organisational Engagement. With the same, the internal
performance management data was used for assessing the performance (Fariselli, Freedman
and Amadori 2013). With the same in the year 2009, the company had enrolled about
eighteen top managers in the “Six Seconds' EQ Management Certification - developing the
managerial intelligence." As per the needs of the company it was customised.
Q2. Analyse and describe how emotional intelligence influenced individual performance
in the company.
Answer 2- Emotional Intelligence strongly influenced the individual performance in
Amadori. It was found to be predicting 47% of the total variations in the performance
management scores of the managers. With the same, 76% of variation I the organisational
engagement scores of the individual is predicted by Emotional Intelligence (Glaser, Stam and
Takeuchi 2016). The individuals with high emotional intelligence were much likely to score
high in the field of engagement and they are way more productive than others. Massive
benefits in terms of individual performance was reached by developing soft skills and by

2STRATEGIC MANAGEMENT AND LEADERSHIP
means of choosing the manager who already possess these skills. Individuals with high
Emotional Intelligence in the company are found to be both accountable and focused and they
are more innovative and adaptable.
Q3. Analyse and describe how emotional intelligence was used for employee engagement
and the results it produced.
Answer 3- A total of two variable were evaluated and they are the engagement index scores
and the EQ scores. Sample for the EQ scores was about 147 of the middle managers and
managers of Amadori and at the same time, the sample for the engagement index scores was
thrice of the largest production plants of Amadori. It is also to note that the production plants
that had highest EQ managers have scored higher on the aspect of organisational engagement
index. However, for assessing the power of the link in between the Emotional intelligence of
the managers and the organisational engagement, a linear regression analysis was been
conducted. It further revealed that there was a notably positive relation in between the EQ
scores of the managers and the engagement scores of the employees. Hence, it also influence
the relationship management of the organisation.
Q4. Did the emotional intelligence impact organisational performance for Amadori?
Describe in detail and highlight key data and outcomes from the study to support your
analysis.
Answer 4- Yes, the emotional intelligence did impact organisational performance for
Amadori. As per Pradhan, Jena and Bhattacharya (2016), the level of emotional intelligence
of the employees helps in achieving the desired result and at the same time, provide
appropriate training to the employees and managers for regulating their emotions for helping
them attain the objectives of the organisation. Plant performance scores and organisational
engagement index scores were evaluated. The organisational vitality signs assessment were

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given to the three largest plants of Amadori for measuring the engagement and at the same
time, the very own global key performance indication (KPI) of Amadori was given for
reaching the plant for measuring the plant performance. It was revealed from this process that
the production plant with lowest engagement level performed worst of all.
Q5. Based on your analysis, would you consider EI to be critical to organisational
dynamics (e.g. team performance) and organisational performance? Make appropriate
recommendations based on your understanding of EI and the case example.
Answer 5- Emotional Intelligence is critical to organisational dynamics and organisational
performance as it has a positive impact of team performance and individual performance
within an organisation. Individuals are required to learn about how to manage the reactions
and interactions with one another in order to form a high productive team dynamic. High
level of emotional intelligence could help in achieving this. It is very important for the senior
leaders to become very serious in case if they are going to commit for measuring both the
how and what. With the same, it is also very important to have the data and refine them. By
making use of tools like VS and SEI can provide the normative data which is more
meaningful and robust for the people and the entire organisation.

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References:
Fariselli, L., Freedman, J. and Amadori, G., 2013. White Paper: Linking bottom line
performance to emotional intelligence and organizational climate.
Glaser, L., Stam, W. and Takeuchi, R., 2016. Managing the risks of proactivity: A multilevel
study of initiative and performance in the middle management context. Academy of
Management Journal, 59(4), pp.1339-1360.
Pradhan, R.K., Jena, L.K. and Bhattacharya, P., 2016. Impact of psychological capital on
organizational citizenship behavior: Moderating role of emotional intelligence. Cogent
Business & Management, 3(1), p.1194174.