Emotional Intelligence Leadership Research Articles

Емоционалната интелигентност и моделът за емоционална и социална интелигентност и лидерска компетентност на Даниъл Голман

The article introduces a new construct in psychologyemotional intelligence /EI/ and describes why it is important in our daily and professional lives. It gives a brief description of the origin of the idea of EI, outlines the authors and theories on that basis. There are four parts, or domains, to the Emotional and Social Intelligence Leadership Competency Model developed by Daniel Goleman.

Relationship between Nursing Leaders Emotional Intelligence and Nursing Staff Creativity and Innovative Work Behavior

Introduction: The organizational climate is the main building blocks for organizations that encourage innovation. Also, the efficient leadership develops the work productivity among staff. This research aimed to explore the relationship between leadership emotional intelligence, and innovative work behavior among nurses at University Hospitals. Patients and Method: This analytic cross-sectional study included 50 head nurses and 220 of their nurse staff. A questionnaire sheet was used to obtain information for this research, which consisted of two tools: I. Standardized emotional intelligence questionnaire, and II. Modified innovative work behavior questionnaire. Results: The head nurse had a mean emotional intelligence of 79.6 ± 6.4. Most of nurse staff has moderate IWB (63%), 27% has high IWB and 10% has low IWB. Furthermore, the emotional intelligence of head nurses was significantly and positively correlated to IWB. Conclusion: We concluded emotional intelligence leadership had significant and positive correlation with nurse staff innovative work behavior

Examine the Relationship between Leader's Emotional Intelligence and Internal Communication of Organization on Employee Engagement

Examine the Relationship between Leader's Emotional Intelligence and Internal Communication of Organization on Employee Engagement

Group leader emotional intelligence and group performance: a multilevel perspective

Drawing from the IPO (Input–Process–Output) model, this study adopted a multilevel framework to investigate the dynamic mediating mechanisms that link group leader emotional intelligence (EI) with group performance. Based on a sample of 64 group leaders and 194 group members, this research applied multilevel structural equation modeling (SEM) and explored two mechanisms, namely group cohesion at the group level and person–group fit at the individual level in the relationship. Results revealed that group leader EI could improve group performance through enhancing group-level cohesion. At the individual level, it showed that group leader EI positively affected P-G fit. The paper utilized and expanded the IPO framework to explain the relationship between group leader EI and group performance from a multilevel perspective. Practical and theoretical implications are discussed.

Emotional intelligence and transformational leadership in virtual teams: lessons from MMOGs

PurposeAs business is becoming more global, virtual teams are getting increasingly prevalent. The purpose of this paper is to examine virtual team effectiveness by taking a deeper look at the Virtual World Teams (VWTs) of Massively Multiplayer Online Games (MMOGs).Design/methodology/approachThe paper investigates the effects of leaders’ emotional intelligence and transformational leadership on virtual team effectiveness, including three sub-factors of team effectiveness: team performance, viability and team member satisfaction. In addition, the indirect effect of emotional intelligence on team effectiveness via transformational leadership was examined. In total, 500 MMOG players that belonged in virtual world teams participated in the study. Hypotheses were tested through a series of multiple linear regression analyses, and one-way ANOVA tests were used to explore the impact of gender on the key factors of team effectiveness.FindingsThe analysis revealed a significant predictive relationship between perceived leader emotional intelligence and virtual team effectiveness sub-factors, mediated by transformational leadership behavior. Further analysis revealed gender differences in players’ perceptions of their leader emotional intelligence, transformational leadership and virtual team effectiveness.Practical implicationsThis paper adds to the literature by revealing important predictors of virtual team effectiveness. These findings suggest implications for research and practice in the fields of Human Resources (HR), Human Resource Development (HRD) and training programs for e-leaders. The results of the analysis based on gender differences also have theoretical and managerial implications.Originality/valueThe study provides evidence that transformational leadership mediates the relationship between leaders’ emotional intelligence and team effectiveness in a virtual team.

TEACHING GLOBAL MINDSET AND INTERCULTURAL COMPETENCE THROUGH THE FRAMEWORK OF EMOTIONALLY INTELLIGENT LEADERSHIP

Alongside the growing emphasis on global education within higher education is a greater focus on global leadership and global citizenship within leadership education. In this application manuscript the authors provide examples and discussion of how they have used the Emotionally Intelligent Leadership model as a framework for teaching leadership courses focused on intercultural competence and global mindset. Two specific courses are highlighted, and the authors provide their reflections and implications for leadership education.

SIGNIFICANCE OF EMOTIONAL INTELLIGENCE IN LEADERSHIP

Purpose: The main purpose of the article is to present theoretical assumptions of emotional intelligence and its influence on leadership challenges. The article presents the evolution of the leadership concepts and the most important models of emotional intelligence in order to identify the attributes that influence leader effectiveness and the role of emotional intelligence in leadership.Methodology: The article has been written following a careful review of leading literature of the subject and in accordance with the logics of resource-based view.Conclusions: Emotional intelligence is of high significance in leadership and its level affects the quality of collaboration and fosters networking based on healthy relationships. A manager with a high EQ consciously and effectively creates a work atmosphere that supports solving problems, and his/her ability to control own and others' emotions builds trust and encourages creativity, development, and even committing mistakes, thus creating a sustainable, success-oriented organisational culture. Originality/Value: This article contributes to further discussion on the role of emotional intelligence in leadership. The very concept of emotional intelligence and its internal structure is still evolving, just as it is in the case of leadership. As a result, the dynamics of both areas, their interdependence and varying attitudes of scientists make it difficult to identify a precise boundary defining the extent to which emotional intelligence determines leader effectiveness, which even more encourages further research and extrapolation of these areas.Purpose: The main purpose of the article is to present theoretical assumptions of emotional intelligence and its influence on leadership challenges. The article presents the evolution of the leadership concepts and the most important models of emotional intelligence in order to identify the attributes that influence leader effectiveness and the role of emotional intelligence in leadership.

How project complexity influence project success in IT sector of Saudi Arabia: a moderated mediated analysis

It is generally perceived that complex natured projects may cause poor project success, with minimal empirical proof supporting this debate. Hence, this research examine that how project complexity influences project success having project performance as a mediator and moderating effect of emotional intelligence and transformational leadership in IT sector of Saudi Arabia having 400 respondents. Data for current investigation is accumulated through self-administrated online questionnaire. Structural equation modelling was used to analyse the data by using Smart PLS3. Results reveal that project complexity is negatively related to project success and project performance acts as a mediator between them as well. Results also show that transformational leadership does not affect the project complexity and project performance relationship while emotional intelligence buffer the relationship between project complexity and project performance. Research work can be upgraded by considering different variables like financial performance, total quality management, environmental factors and project planning to investigate the effect of project complexity on project success.

Job Satisfaction as a Mediator of Emotional Intelligence and Transformational Leadership on Teacher Performance

The purpose of this study is to examine the impact of emotional intelligence and transformational leadership style on teacher performance by considering aspects of job satisfaction. Four research variables were tested in structural equation models. This research is a causality study that measures the perceptions of high school teachers. Research design is quantitative, with a survey method. Likert scale questionnaire is used to collect respondents' perceptions. A total of 150 high school teachers as research populations. Sampling uses the census method. The explanation of causality between research variables is accessed by structural equation modeling. The results of the study showed that transformational leadership was more needed than the emotional intelligence of the teacher to realize the job satisfaction of teachers, which ultimately created discipline performance. Teacher job satisfaction is an effective consideration for management in high school to achieve teacher performance. Keywords: emotional intelligence, transformational leadership. job satisfaction, teacher performance DOI : 10.7176/EJBM/11-32-06 Publication date: November 30 th 2019

A Study on the Effects of Coaching Leadership on LMX and Organizational Effectiveness: Emotional Intelligence of Leader as a Controlling Variable: Focusing on ICT R & D

A Study on the Effects of Coaching Leadership on LMX and Organizational Effectiveness: Emotional Intelligence of Leader as a Controlling Variable: Focusing on ICT R & D

A Meta Analytic Review of the Relationship between Emotional Intelligence and Leadership Effectiveness

The study evaluates the relationship between Emotional Intelligence and Leadership Effectiveness through a Systematic Review of Literature. The relationship has been evaluated in two steps. First, a Systematic review of literature was done to provide a theoretical framework to link the dimensions of Emotional Intelligence to the elements of effective leadership. Meta-analysis was then used to consolidate empirical evidence of the relationship. The studies for the meta-analysis were sourced from Pro Quest and EBSCO and the correlation coefficients of the studies were analysed. Only articles that presented the direct relationship between the variables were included in the study. The results of the analysis revealed a strong, statistically significant relationship between emotional intelligence and effective leadership. The findings of the study provide evidence for the proposition that Emotional Intelligence and Leadership Effectiveness are interrelated.

Leadership with Social and Emotional Intelligence

This study aims to analyze the influence of social intelligence and emotional intelligence of leaders on job satisfaction. This study uses a survey method with a quantitative descriptive approach. The location of the study was carried out at the Hospital Prof. Kandou, Manado. The population of this study were all employees at the hospital Prof. Kandou, Manado, with a sample of 150 employees in determining the sample used proportional random sampling technique. The data that has been netted with a questionnaire is then rated and tabulated for further analysis using multiple regression. The results showed that the variables of social intelligence and emotional intelligence had a positive and significant effect on job satisfaction.

THE INFLUENCE OF LEADERSHIP EMOTIONAL INTELLIGENCE AND COMMITMENT OF SCHOOL ORGANIZATION ON SELF EFFICACY

The aim of this research was to reveal the influence of Leadership Emotional Intelligence (x1) and Commitment of School Organization (x2) on Teacher Self Efficacy (x3). Hypotheses tested: (1) there is a direct and positive influence of Leadership Emotional Intelligence on Teacher Self Efficacy, (2) there is a direct and positive influence of Commitment of School Organization on Teacher Self Efficacy, (3) there is a direct and positive influence of Leadership Emotional Intelligence on Commitment of School Organization. Applying Slovin Formula, 109 teachers were proportionally and randomly surveyed out of population 151 teachers. The researcher used validated and reliable questionnaires for collecting data. Croanbach’s reliability tested Likert Scales. Statistical requirements for analyses were fulfilled using test of normality (Liliefors), test of linearity and test of homogeneity. In this study the researcher used simple regression and path analyses and found that Leadership
 Emotional Intelligence and Commitment of School Organization have direct and positive influence on Teacher Self Efficacy.

English

English

Emotional Intelligence and Transformational Leadership Among Academic Leaders in Institutions of Higher Learning

Academic leaders have a very important role to play in higher educational institutions, and for the development of academic leaders attention has to be paid to their emotional intelligence to ensure transformational leadership and effective decision-making in their institution. There are few issues which are faced by all the academic leaders due to multiple roles, attitude, behaviour and emotions related to job/role. This is because with the passage of time, the roles of academic leaders have also changed. In the present study, the focus is on transformational leadership style of academic leaders as it is more prevalent in the higher education sector. In light of the findings of the empirical studies conducted on the subject, the present study is conducted in higher education sector with the objectives to examine the state of emotional intelligence and transformational leadership among academic leaders, to examine association between emotional intelligence and transformational leadership among the academic leaders under study, to study the association of various demographic factors of faculty members on their perception regarding emotional intelligence and transformational leadership. The present study is exploratory cum descriptive in nature. The data were collected from full-time faculty members working in selected universities of north India and their perception regarding emotional intelligence and transformational leadership of their academic leaders was measured. It was found that there is a significant and direct association between emotional intelligence of leaders and transformational leadership style as perceived by the faculty members. The demographic variables (gender and age) were found to significantly influence the variables under study as perceived by the faculty members about their academic leaders (HODs). Besides having theoretical implications that open pathways for conducting further research, the findings of the study may serve as a reference for service practitioners in designing strategies that will ensure superior performance of academic leaders in higher educational institutions.

The Influence of Emotional Intelligence and Interpersonal Communication on Employees’ Work Satisfaction at Education and Culture Office in West Kalimantan

The process of reorganization of the application of Law Number 23 of 2014 concerning Regional Government, the moratorium of civil servants and the limited quota of participants on attending education and training leads to two factors of job satisfaction, namely organization, and management. This study aims to (1) determine the influence of leadership emotional intelligence with job satisfaction of employees of the Department of Education and Culture of West Kalimantan Province; (2) To determine the effect of interpersonal communication with job satisfaction of employees of the Department of Education and Culture of West Kalimantan Province; (3) To determine the influence of leadership emotional intelligence and interpersonal communication on job satisfaction of employees of the Department of Education and Culture of West Kalimantan Province. The results obtained from this study are the emotional intelligence of leaders significantly influence the job satisfaction of employees of the Department of Education and Culture of West Kalimantan Province, which means that the better the emotional intelligence of their leaders, the higher the job satisfaction of employees of the West Kalimantan Provincial Education and Culture Office. Second, interpersonal communication has a significant effect on the job satisfaction of employees of the Department of Education and Culture of West Kalimantan Province, which means that the better interpersonal communication that exists between employees of the Department of Education and Culture of West Kalimantan Province, the higher the job satisfaction of employees. Third, leadership emotional intelligence and interpersonal communication together have a significant effect on job satisfaction of employees of the Department of Education and Culture of West Kalimantan Province. It means that the better the emotional intelligence of leaders and interpersonal communication that exists between employees of the Department of Education and Culture of West Kalimantan Province, the higher the job satisfaction of the employees.

Virtual Team Effectiveness: Insights from the Virtual World Teams of Massively Multiplayer Online Games

Over the years, an explosive growth in the use of virtual teams in organizations has been noticed. However, the individual and team factors that result in the team effectiveness of a virtual team still remain unclear. The purpose of the paper is to try to comprehend how virtual teams work better, by shedding light on the Virtual World Teams of Massively Multiplayer Online Games. A framework based on the input‐process‐output model was used to test the relationships between leader emotional intelligence, task interdependence, cooperative group norms, social capital, team cohesion, transformational leadership, and team effectiveness in virtual teams, from a multilevel perspective. Structural equations modeling (N = 500) revealed that leader emotional intelligence is positively related to transformational leadership, which in turn is associated with virtual team effectiveness. Moreover, a significant relation between task interdependence, cooperative group norms, social capital, team cohesion, and virtual team effectiveness was revealed. In addition, task interdependence seemed to also be related to team satisfaction, a subfactor of virtual team effectiveness. Finally, team cohesion has a partially mediating role between transformational leadership perceived at the team level and virtual team effectiveness. The study provides useful insights for leaders and human resource development professionals interested in designing effective virtual teams.

Leader Emotional Intelligence and Staff Work Motivation

Intellectually asserted, every educational institution by existence stands for the transaction of intelligence. This unchallengeable poses a need-based context for probing into the most influential yet often neglected dimension of intelligence, the emotional intelligence as an integral process of every progress plan. Schools, in their existence, are human-intensive spaces with their recipients primarily in students and parents, academic transacts in teachers, influencers in regulatory officials and most importantly the visionaries in their management. The uniqueness of such a space is in understanding that every individual comes in with their typical personalities, traits, intelligence indices as well as work-motivation patterns. The principals as leaders pivot all these commissioning dynamics around them in every context of their institution.

Pengaruh Kecerdasan Emosional, Penghargaan Dan Kepemimpinan Transformasional Terhadap Kepuasan Kerja Pada Pt Catur Mitra Sejati Sentosa (Mitra 10)

The purpose of this study is to to find out the effect of emotional intelligence, reward and transformational leadership on job satisfaction on PT Catur Mitra Sejati Sentosa (Mitra 10). The hypotheses are tested towards 78 employees from PT Catur Mitra Sejati Sentosa (Mitra 10) head office which was selected by using purposive sampling technique based on the status of respondents who specified. Data analysis technique using Structural Equation Modelling Partial Least Square (SEM PLS) method. The result of this study shows that emotional intelligence, reward and transformational leadership have a positive and significant effect on job satisfaction.

Emotional intelligence and work engagement among bank workers: moderated mediation model of ethical leadership and job burnout

This study examined the moderated mediation effects of ethical leadership and job burnout on the predictive role of emotional intelligence in work engagement among bank workers. Respondents consisted of 226 (M = 121; F = 105) that were selected through stratified random sampling technique. Results from the regression analysis revealed that emotional intelligence and ethical leadership predicted work engagement while emotional intelligence was found to be inversely related to job burnout. Furthermore, job burnout had a significant moderating effect on the relationship between emotional intelligence and ethical leadership. Results from the conditional PROCESS macro model eight showed the indirect effect of emotional intelligence on work engagement through ethical leadership to be significantly stronger among bank workers with low level of job burnout compared to those with high level of job burnout. This suggests that low job burnout mediates the indirect effect of ethical leadership on the association between emotional intelligence and work engagement.