The influence of emotional intelligence on leadership styles: A profile of executives in ASEZA organization

Abstract

This article reports new insight into the relationship between emotional intelligence (EI) dimensions and leadership style at the Aqaba Special Economic Zone Authority (ASEZA). Multiple regression results have revealed a negative significant association between EI and leadership style in three major dimensions of EI, namely, self‐awareness, motivation, and empathy. Stepwise regression analysis revealed a significant positive association of self‐regulation and social skills dimensions on ASEZA's leadership style. Results further indicated that there are no significant differences between the dimensions of EI and demographic factors as well as between leadership and undertaken demographic factors. However, no research has focused on the relationship between EI and leadership style in ASEZA‐Jordan context. The current research identified this gap in the literature by connecting leadership through EI. Implications are that leaders lacking all or some EI dimensions are less likely to have a healthy relationship with their subordinates and are likely to be classified as being ineffective leaders. Organizations could benefit from being able to differentiate ineffective leaders from leaders who suffer from some or all EI dimensions. Therefore, the lack of some major EI dimensions in an organization like ASEZA negatively influences its competitive advantage as well as its performance.