Emotional Intelligence Leadership Research Articles

A Review of the Influence of Effective Communication Skills and Emotional Intelligence of Leaders on Organisational Efficiency

In this rapidly changing global environment, the need for communication skills (CS) and emotional intelligence (EI) has become important to today's leaders, in addition to knowing other technical and conceptual skills. Although many universities and management institutions around the world have studied the impact of CS and EI on organizational performance, there are still numerous gaps in the research approach, results and conclusions. Most people are confused due to complex information that lacked impeccability in past studies. This study aims to identify the significance of CS and EI that influence leaders and organizational performance and examine how the contributions, evaluations, opinions and ideas of previous researchers have been related and biased. This is an independent article based on a literature review conducted using the electronics databases such as EBSCO, DOAJ, RESEARCH LIFE, EMBASE and Google Scholar. The variables explored in the present review include effective communication skills, leadership emotional intelligence and organizational performance which are also the guiding framework of the review. The present review shows that CS and EI may be combined rather than separated to develop the potential of a leader to achieve organizational efficiency and success. Both CS and EI are the prerequisites of an effective leader to manage others and build long-term relationships. The review recommends that leaders receive the appropriate training in public speaking, negotiation, emotional management, and organizational efficiency to improve their CS and EI.

ROLE OF EMOTIONAL INTELLIGENCE IN STIMULATING KNOWLEDGE SHARING BEHAVIOUR IN THE ORGANIZATION

The purpose of this paper is to probe into the role of Emotional Intelligence in knowledge sharing behaviour. Seeking to support a leader’s cognitive, emotional and physical resources, the use of Emotional Intelligence is a modern tool of effective management, enabling the individual to manage a wide range of employees that are often performing in a unique set of roles. In addition, emotional and personal competencies are two primary factors that are shown to be directly linked to performance within a work environment, making the Emotional Intelligence identification and analysis essential for effective knowledge sharing as well as the increased development of the organization’s human capital. With tighter budgets, escalating costs and the continuous demand to produce more for less, there is a need to develop a higher standard for knowledge sharing behaviour, ones that will effectively address the challenges of high employee turnover, a rapidly changing business environment and the ever increasing demand for improved products and services. The study is based on examining the most generally applied definitions and other aspects of Emotional Intelligence, as well as its associated managerial leadership competencies in knowledge sharing. The paper adopted an empirical methodology in describing Emotional Intelligence leadership for effective knowledge sharing in the organization. The Emotional Intelligence leadership discussed in this paper requires that for effective knowledge sharing, organizations have to grow emotional capital to handle issues of low morale, organizational stress, high staff turnover and lack of work/ life balance. The aim of the present paper is to explore the relationship between Emotional Intelligence and knowledge sharing to measure the tendency of emotional control of the working class both male and female at a managerial level in a private and public sector of petrochemicals in India. The main task of this study is to find out the impact of different factors of emotional intelligence on knowledge Sharing. Sample statistical members of this research were 210 people. Convenience sampling technique is used to answer the instrument of the study. SPSS software was used to analyse the data collected based on descriptive statistics viz., mean, standard deviation, and percentage. The reliability and validity of the questionnaire is tested using cronbach alpha test with the derived value 0.814. Research hypothesis was reviewed using a structural equation model. The respective results have revealed that Emotional Intelligence has a positive and significant effect on the knowledge sharing behavior in the organization.

The Role of Emotional Intelligence in Leadership in the context of Portuguese Public Administration: the case of a Military Organization


 The interest it the subject of Emotional Intelligence has been growing over the past few years, forcing an extension of its scope to many social and organizational sectors, including the command functions of police forces. However, the literature on the use of Emotional Intelligence in leadership roles, especially in the military context, is still very scarce.That said, this article has the general objective of analyzing the impact of Emotional Intelligence on Leadership. To this end, a Case Study was carried out at the Military Organization, where questionnaire inquiries were implemented, listening to 53 Officers and Sergeants Commanders of Detachment.Through the results obtained it is possible to verify that Emotional Intelligence influences the performance of the Officers and Sergeants Commanders of Detachment as leaders. Bearing this in mind and the general objective of the present article in account, it is possible to state that Emotional Intelligence has a great impact on Leadership.

Emotional Intelligence of Headteachers in the Senior High Schools in Ghana: A Conundrum?

The study employed the explanatory sequential mixed methods design where quantitative and qualitative data sets were collected to address the research problem. Two hundred and sixty-two (262) headteachers were sampled randomly from the Central and Greater Accra regions of Ghana for the quantitative phase of the study whilst eight (8) headteachers were subsequently sampled purposively for the qualitative phase of the study. The quantitative data were analyzed using means and standards deviations whilst the qualitative data were analyzed using content analysis. The study found that the emotional intelligence of the headteachers was low. The study further established that the academic qualification of the headteachers was not a significant predictor of their Emotional Intelligence (EI). However, the gender and age of the headteachers predicted their EI significantly. It was concluded the EI level of the headteachers may affect how they lead and manage their respective schools. It is recommended that periodic pragmatic and purposeful in-service and workshops in EI should be provided for headteachers in the study area by the Metro Directorate of Education. Furthermore, the Circuit Supervisors, Metro Directors and the Ghana Education Service should liaise with the Ghana Psychological Council to provide psychological support for the headteachers in the Senior High Schools within the study area. Finally, the Ministry of Education through the Ghana Tertiary Education Commission should ensure that teacher education programmes that are offered in the institutions of higher learning in Ghana have contents in the area of emotional intelligence and educational leadership to equip headteacher in the management of their schools.

Emotional Intelligence and Spiritual Leadership: An Organizational Study

The work addresses the problems in the field of organizational behavioral science and explores the emotional intelligence and spiritual leadership. The aim of this study is to understand the essence of emotional intelligence and spiritual leadership and their impact on organizational success, employee behavior, labor productivity, employees’ jobs performance. The epistemological view of this study is subjective interpretivism and ontology, as the views, experiences, and behaviors of the participant in contextual social events are gathered to evaluate the results and draw conclusions. The research strategy is a case study, stratified sampling will be used for the data collection phase. The primary data are obtained from the qualitative data collection techniques such as the semi-structured interviews, observation and MSCEIT test. Additionally, there is highlighted how the role of emotional stability, social skills and general mental capabilities play in employees’ job performance as compared to IQ. This will emphasize the relationship between the emotional intelligence and job performance within different business sectors. Moreover, spiritual leadership is not something usually managers tend to utilize within their practice. This study will emphasize the importance of spiritual leadership mixed with high levels of emotional intelligence. Based on the findings, this research will suggest a new strategy for creating policies that will set employees on a path to reach their full potential in the organization. Finally, the findings are supposed to shed a light on the effect of emotional intelligence and leadership’s ability to increase overall productivity despite a person’s IQ and academic capabilities. Keywords: Organizational Behavior, Spiritual Leadership, Emotional Intelligence, IQ.

The relationship between leadership behaviours of ward nurse managers and teamwork competency of nursing staff: A cross-sectional study in Japanese hospitals.

The aim of this study was to clarify what kind of leadership behaviours of ward nursing managers are related to the teamwork competency of nursing staff. There are two types of leadership behaviours: administrative and emotional intelligence leadership. While emotional intelligence leadership is important for teamwork, it is not clear how it relates to individual teamwork competency. This was a cross-sectional study. A questionnaire survey was distributed among 13 hospitals in Japan between May and August 2019. We analysed 960 questionnaires. Multiple regression analyses revealed that two emotional intelligence leadership behaviours (staff nurturing and support, and care for patients) were positively associated with all three teamwork competencies (skill, knowledge and attitude, β=0.141-0.318). Regarding administrative leadership behaviours, only human resource management was related to teamwork competency knowledge (β=0.182). Nurses' teamwork competencies were primarily related to emotional intelligence leadership. Furthermore, their teamwork competency was related more to nurse managers' behaviour towards patients and other staff members rather than towards themselves. Nurse managers need to be role models for nursing staff, recognizing that the way they relate to others influences the teamwork competency of their nursing staff.

Co-curricular leadership tools: The use of inventories outside of the college classroom.

Many college leadership educators use inventories as part of co-curricular programs, outside the traditional classroom. This article will describe and critique the use of four instruments (Myers-Briggs Type Indicator, CliftonStrengths, Emotionally Intelligent Leadership Inventory, and EarthquakeTM Simulation) to support student development within the context of leadership as a relational, community-oriented process. By using these tools intentionally, through a culturally relevant design and in line with students' developmental readiness, co-curricular educators can help foster leadership within each unique individual.

Should I Blow the Whistle on My Boss? An Investigation of the Effects of Emotional Intelligence and Consequence Framing on the Subordinates' Whistleblowing Intentions

ABSTRACTGiven that whistleblowing is considered an effective measure to prevent and detect fraud, we experimentally examine select factors that may impede a subordinate tipster to act when the leader is involved. Specifically, we examine the effects of the subordinate's emotional intelligence, the leader's emotional intelligence, and the consequence framing of outcomes to the company and the leader on the intention of the subordinate to blow the whistle. We found that when a leader is involved in a fraud and has a high emotional intelligence, the subordinate is less likely to blow the whistle. Moreover, the subordinate is more likely to blow the whistle when the outcome consequence is framed as being positive to the organization relative to being negative to the leader when the leader has a high emotional intelligence. This study makes scholarly contributions to the whistleblowing literature and has important practical implications in the anti-fraud arena.Data Availability: Data are available from the authors upon request.

The Effects of Perceived Leader Emotional Intelligence and Group Prototypicality on Subordinate Whistleblowing Intentions

ABSTRACT While prior research has examined the impact of ethical leadership on subordinates' whistleblowing intentions, a leader's specific characteristics, such as emotional intelligence and group prototypicality, are underexplored. As with leadership style, they can play an important role in creating a control environment that facilitates fraud prevention, detection, and deterrence. This study examines the effects of perceived leader emotional intelligence and group prototypicality on the subordinate's intention to blow the whistle to the leader. Results indicate that a subordinate is more likely to blow the whistle when the leader is perceived as having high emotional intelligence or group prototypicality. Both relationships are mediated by the subordinate's trust in the leader. Moreover, the mediating effect of the subordinate's trust in the leader on the relationship between perceived leader emotional intelligence and subordinate whistleblowing intentions is stronger when the leader's group prototypicality is high. Academic and practical implications are discussed in the paper. Data Availability: Data are available upon request.

ICT 연구개발직 조직원이 인식한 코칭리더십이 혁신행동과 이직의도에 미치는 영향: 리더의 감성지능을 조절 변수로

The purpose of this study is to analyze the impact of coaching leadership on innovation behavior and turnover intention, and to verify whether the emotional intelligence of leaders plays a moderating role. To validate these research issues, from the survey data we conducted a reliability analysis of the measurement tools on 80 pilots working in ICT R&D organizations and we distributed a total of 310 questionnaires for analysis using SPSS 22.0 and AMOS. First, coaching leadership had a significant positive (+) effect on innovative behavior in ICT R&D positions, indicating that coaching leadership had a positive effect on the innovative behavior of members of the organization. This supports existing research results and previous studies on the relationship between coaching leadership and organizational innovation behavior. Second, coaching leadership had a significant negative (-) effect on the turnover intention of the members of the organization, which suggests that the coaching behavior of the leader affects the turnover intention of the members. Third, coaching leadership showed that the leader's emotional intelligence plays a moderating role in the relationship between innovative behavior and coaching leadership, proving that the leader's emotional intelligence is influential. Based on these findings, theoretical and practical implications of the study and directions for future research were presented.

PROBLEMS OF EMOTIONAL INTELLIGENCE IN THE CONTEXT OF MILITARY SERVANTS’ EMOTIONAL LEADERSHIP DEVELOPMENT

The article purpose is to present the theoretical analysis of the concepts of emotional intelligence and emotional leadership and to determine the application of emotional intelligence skills, as a part of leadership, by service members during managing a military unit. The research methods: theoretical ones such as analysis of theoretical sources on service member’s professional training; classification and systematization of data related to the theoretical aspects of service member’s leadership qualities formation based on the concept of emotional intelligence. The works of national authors for the last decade that analysed the development of leadership qualities, emotional intelligence, and military servant’s emotional leadership have been reviewed. The theories and models of emotional intelligence and emotional leadership were examined. Emotional intelligence, as an integral part of emotional leadership, contributes to the service member’s personal and professional growth, influencing their ability to manage a military unit. The basic principles of emotional intelligence in leadership were revealed, which would allow a service member to use emotional intelligence to improve managing efficiency. The conclusion is: military leaders should develop emotional intelligence to improve the efficiency of unit management. Emotional intelligence determines service members’ emotional leadership potential; it is a component that should be used during managing a military unit, as it can positively influence organizational development during and can improve relationship management skills, namely, social sensitivity to define new activities, the content, forms and methods of interactions in a team.

A Study on the Relationship Between Emotional Intelligence, Leadership Styles and Perceived Leadership Effectiveness in Bhutan

Effective leadership is the key in every organization to face the challenges of an organization in the dynamic twenty-first century. Past studies have revealed the relationship between emotional intelligence, leadership styles and leadership effectiveness in different cultures and countries, but there is no evidence of a study in the Bhutanese context. Hence, this study is aimed at understanding the relationship between emotional intelligence, leadership styles and perceived leadership effectiveness of financial institution supervisors in Bhutan. This quantitative research is conducted with a sample of 265 supervisors using Trait Meta-Mood Scale that measures emotional intelligence and Multifactor Leadership Questionnaire (MLQ5X); it also measures leadership styles of leaders in three cities, namely Thimphu, Paro and Phuentsholing. The findings of the study showed that there is a significant relationship between leadership styles and perceived leadership effectiveness and also between emotional intelligence and perceived leadership effectiveness. The implication of the findings is that emotional intelligence acts as a partial mediator for transactional leaders in making them effective but a full mediator for transformational leaders in making them effective. Further studies should be conducted in other organizations in order to generalize the findings in the context of Bhutan. These findings will help in further research in the field of emotional intelligence, the interrelationship of emotional intelligence with leadership styles and perceived leadership effectiveness, especially in the context of Bhutan.

Role of Emotional Intelligence in Leadership and Organizational success

Role of Emotional Intelligence in Leadership and Organizational success

The Role of Leader Emotional Intelligence in Organizational Learning: A literature Review Using 4I Framework

The Role of Leader Emotional Intelligence in Organizational Learning: A literature Review Using 4I Framework

The Relationship Between the Implicit Rationing of Nursing Care and Emotionally Intelligent Leadership Style.

The study examined relationships between nurses' perceptions of implicit rationing of nursing care and leadership style in the nursing work environment. Nurses' perceptions of higher amounts of implicit rationing of nursing care relate to perceptions of lower quality of care and poorer patient outcomes. This study was the 1st to examine leadership style and implicit rationing of nursing care. Using a cross-sectional survey study design, 35 039 RNs were randomly sampled during September 2017 to March 2018. Findings support an association between nurses' perceptions of an emotionally intelligent leadership style and lower amounts of implicit rationing of nursing care. Implicit rationing of nursing care in the nursing work environment is significantly associated with emotionally intelligent leadership style. Nurse executives, and nursing faculty in administrative-focused graduate programs, can provide development and education in emotionally intelligent leadership skills.

EMOTIONAL LEADERSHIP AS A FACTOR OF EFFICIENT MANAGEMENT OF MILITARY UNITS: THE ANALYSIS OF FOREIGN RESEARCH

The article purpose is to present the theoretical analysis and determine how to use military personnel’s emotional intelligence skills for management of a military unit. We used theoretical research methods: the analysis of theoretical sources discussing service members’ leadership formation based on the concept of emotional leadership, a comparative analysis of the reviewed theoretical materials. Foreign authors’ works devoted to emotional intelligence and emotional leadership among military personnel were analysed. The basic principles of a leader’s emotional intelligence were revealed, which meant a leader’s capability to use emotional intelligence in order to improve the managing efficiency for military units. A number of issues that need to be addressed were identified, namely: influence of military leaders’ emotional intelligence skills on post-traumatic stress overcoming and mitigating of negative consequences associated with a psychological trauma; influence of leaders’ emotional intelligence on military unit management and relations between military personnel’s emotional competence, leadership attributes and technical and tactical skills; programs for assessment and development of service members’ emotional intelligence and emotional leadership in order to improve unit management by control over service members’ emotions, other people’s emotions and groups’ emotions and implementation of such programs. The study results has confirmed that service members’ emotional leadership skills should be developed to improve unit management efficiency, since such skills are necessary for management, emotional leadership improves management skills at all, social responsiveness and interactions with a team.

Relationship Between Emotional Intelligence and Leadership Skills Among Physiotherapist of Lahore

OBJECTIVE: Relationship between emotional intelligence and leadership skills among physiotherapist of Lahore.
 METHODOLOGY: This was an analytical cross-sectional study ln which 350 physiotherapist were selected according to inclusion criteria. A questionnaire of emotional intelligence and leadership skills was distributed. The data was collected by using leadership skills Questionnaire and Emotional Intelligence Questionnaire. Questionnaire was given and received from the subject as handout. After collecting data was saved in a secure place to prevent and avoid any issue or biasness.
 RESULTS: Relationship between emotional intelligence and leadership skills of the participants was non-significant positive correlation between emotional intelligence and leadership skills of the participants (r=.006, p=.950)
 CONCLUSION: This study concluded that there non-significant correlation between emotional intelligence and leadership skills of the participants. By increasing emotional intelligence leadership skills also increases although this correlation is non-significant.

Emotional intelligence, transformational leadership, self‐efficacy for well‐being: A longitudinal study using sequential mediation

The main objective of this study is to examine the relationship between a leader's emotional intelligence and employees' psychological well‐being while using transformational leadership and self‐efficacy as sequential mediators. Primary data was collected using pre‐established questionnaires, and quantitative analysis techniques have been employed using SPSS and SmartPLS with a sample of n = 927. The results showed that the emotional intelligence of a leader does have a significant impact on his choice of leading style and also influences perceived work characteristics during the process, which ignites a higher level of self‐efficacy in employees, as a result, improves their psychological well‐being. The study has improved the awareness related to the psychological well‐being and its predecessors associated with emotional intelligence. The concluding results of the study show that how much emotional intelligence of leaders has long term effects on organizational outcomes and future orientations of employees working under the command. Emotional intelligence is considered a crucial characteristic to survive in a rapidly changing work environment due to continuous technological advancements in almost every field of life.

Nursing turnover intentions: The role of leader emotional intelligence and team culture.

To explore the influence of leader emotional intelligence on the working culture prevailing in teams that ultimately impacts nurses' intent to leave the job. Global shortages of nursing professionals have been concerning issues of extreme vitality in the delivery of superior services. Though the state-of-the-art system provides relief, the hospital management continued worrying about losing highly skilled nursing professionals due to a higher level of emotional exhaustion exhibiting progressive turnover. A survey technique was employed for data collection from nurses. Further data were analysed by structural equation modelling in the light of 313 substantial responses by using SmartPLS. The findings revealed that leader emotional intelligence impulses critical constructive effects by fulfilling the needs of nurses and has an impact on their turnover intentions simultaneously. The research provides an empirical lens of leadership and culture, which noticeably explain turnover intention. This study affirmed solid connections amongst the leader emotional intelligence, team culture and turnover intentions. The study provides valuable insight for health management organisations to focus on factors that decrease the turnover intention of nurses. Considering a global shortage of nurses, nursing management must consider crucial aspects of the work environment and plan interventions to restrain nursing turnover intentions.

Correction to: Group leader emotional intelligence and group performance: a multilevel perspective

In the original publication of the article, the affiliation of the author Mengxi Yang was incorrect. The correct affiliation should be as given below: School of Economics and Management, University of Chinese Academy of Sciences, Beijing, China. Further, the author biography should read as given below: Mengxi Yang (PhD, Tsinghua University) is an Assistant Professor at School of Economics and Management, University of Chinese Academy of Sciences, Beijing, China. His research interest lies in leadership and human resource management. The original article has been updated accordingly.