Leader effectiveness in emerging markets: an empirical study of the managers in India

Abstract

Purpose – The purpose of this paper is to respond to call for the greater study of emotional intelligence (EI) and leader effectiveness as well as the potential role of EI as a moderating variable in non-Western countries. Design/methodology/approach – The paper surveyed 352 managers in India in order to examine the relationship between EI and tolerance of ambiguity (TOA), respectively, and leader effectiveness as well as the potential moderating effects of EI on the relationship between TOA and leader effectiveness. Findings – The paper found that both EI and TOA were significantly related to leader effectiveness. Additionally, EI significantly and positively moderated the relationship between TOA and leader effectiveness. Research limitations/implications – This study was composed of a single survey of a relatively small number of managers in one region of India. Also, while the paper controlled for some demographic variables, other factors, such as cognitive ability, which may have influenced the relationship between EI and leadership effectiveness, were not measured. Originality/value – Despite the relative lack of empirical research on EI, it remains a highly popular topic. This study contributes to research on EI, has implications for the generalizability of EI in Asian countries, and contributes to an increased understanding of leadership in emerging markets.