Journal of Resources Development and Management www.iiste.org ISSN 2422-8397 An International Peer-reviewed Journal Vol.26, 2016 35 Building Marketing Managerial Competences Through Emotional Intelligence N.Gladson Nwokah Department of Marketing, Faculty of Management Sciences, Rivers State University of Science and Technology, Port Harcourt, Nigeria Gibson C. Ogonu Department of Marketing, Faculty of Management Sciences Rivers State University of Science and Technology, Port Harcourt, Nigeria Abstract The purpose of this chapter is to build marketing managerial competences model through emotional intelligence. A 32-item questionnaire was developed and 215 corporate organizations in Nigeria were selected as sample for this study. Hand delivery survey was conducted from key informants in the organizations. The results of the study validated the research instruments and found a strong association between emotional intelligence and marketing managerial competences of corporate organizations in Nigeria. The main finding is that emotional intelligence leads to marketing managerial competences. This paper reinforces confidence on how marketing managerial competences can be built and developed through managers’ emotional intelligence. Keywords: Emotional-intelligence, Marketing, Management, Competence, Nigeria Introduction In their paper ‘Marketing in Governance: Emotional Intelligence Leadership for effective Corporate Governance’, Nwokah and Ahiauzu, (2010) raised four propositions on the relationship between emotional intelligence and managerial competences and suggested further studies to empirically investigate this relationship using suggested four propositions. Therefore, the purpose of this hypothesis-testing research is to investigate how marketing managerial competences can be built through emotional intelligence. There have been avalanches of studies on emotional intelligence such as Emotional intelligence and leadership effectiveness (Kerr, Garvin, Heaton & Boyle, 2006), Exploring stakeholders emotional intelligence (Keane, 2006), Emotional intelligence and counterpart mood induction in a negotiation (Mueller & Curhan, 2006); Developing and measuring the emotional intelligence of leaders (Groves, McEnrue & Shen, 2008); Emotional intelligence and Marketing Effectiveness (Nwokah & Ahiauzu, 2009); the relationship between emotional intelligence and buyer's performance (Schumacher, Wheeler & Carr, 2009), the relationship between emotional intelligence and psychological wellbeing (Carmeli, Yitzhak-Halevy & Weisberg, 2009) and many more. Groves et al. (2008,pp. 225-226) reported that other empirical and theoretical studies on emotions have expanded to include topics particularly relevant to management development practitioners, such as the empirical relationship between leader emotional intelligence (EI) and transformational leadership (e.g. Barbuto & Burbach, 2006., Brown & Moshavi, 2005., Leban & Zulauf, 2004); the impact of EI on organizational change (Huy, 2002); and the link between EI and job satisfaction (Sy, Tram & O’Hara 2006); job performance (e.g. Cote & Miners, 2006.); and organizational citizenship behaviour (Cote & Miners, 2006). Also the concept of managerial competences has been widely discussed in scholarly published articles such as: managerial competences and the managerial performance appraisal process (Abraham, Karns, Shaw & Mena, 2001); managerial competences and marketing effectiveness in corporate organizations in Nigeria (Nwokah & Ahiauzu, 2008), managerial competences for middle managers: some empirical findings from China (Qiao & Wang, 2009) and many others. Surprisingly, none of these studies have reported any study investigating the relationships between emotional intelligence and managerial competences on one hand and specifically, on its relationship to marketing manager’s performance. No doubt, these two constructs are emerging and are important in organizations strategic marketing performance. A test of the relationships between these constructs will not only add to the avalanches of literature in these topical areas but will also avail the marketing managers and in indeed the entire organizations the opportunity of knowing the extent their emotional intelligence will influence their managerial competences. Thus, this present paper is a response to a glaring call by Nwokah and Ahiauzu (2010) on investigating relationships between the constructs of emotional intelligence and managerial competences and to close the seemingly gap in the associations between the two constructs particularly in the context of marketing managers effectiveness. The paper shall test these constructs in the context of marketing managers’ emotional intelligence and their managerial competences. The paper describes how the empirical study was undertaken; presents the results of the study and findings; as well as the discussion of the findings. The conclusions and the recommendations are stated finally. The theoretical foundation is discussed next. brought to you by CORE View metadata, citation and similar papers at core.ac.uk provided by International Institute for Science, Technology and Education (IISTE): E-Journals