Emotional Intelligence Leadership Research Articles

Role of Emotional Intelligence in Leadership and Organizational Performance in Indonesia

Purpose: The aim of the study was to investigate the role of emotional intelligence in leadership and organizational performance.
 Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries.
 Findings: Emotional intelligence plays a crucial role in leadership and organizational performance by enhancing leaders' abilities to understand and manage their own emotions and those of others. Leaders with high emotional intelligence are better equipped to navigate complex interpersonal dynamics, inspire trust, and foster positive workplace cultures. Consequently, organizations led by emotionally intelligent leaders often experience higher employee engagement, productivity, and overall performance.
 Unique Contribution to Theory, Practice and Policy: Trait theory of leadership, transformational leadership theory & social exchange theory of creativity may be used to anchor future studies on the role of emotional intelligence in leadership and organizational performance. Develop customized leadership training programs that focus on enhancing emotional intelligence competencies such as self-awareness, self-regulation, empathy, and social skills. Advocate for the integration of emotional intelligence training into formal leadership development programs at organizational and institutional levels.

Promoting employee flourishing and performance: the roles of perceived leader emotional intelligence, positive team emotional climate, and employee emotional intelligence

IntroductionThrough the lens of the of Emotion as Social Information (EASI) model, we examined the influence of perceived leader emotional intelligence on employee job flourishing and performance, produced via employee emotional intelligence, under the condition of positive team emotional climate.MethodsWe collected data with a two-wave survey design involving 1,210 primary school teachers and their 169 leaders. The hypothesized model was then tested using a multilevel structural equation model in Mplus.ResultsAs hypothesized, the results suggest that perceived leader emotional intelligence positively affects the emotional intelligence level of followers, which enhances their job flourishing and performance. Reflecting the emotional display rules within the team, positive team emotional climate moderates this effect from leader to followers, in such a way that the relationship between perceived leader emotional intelligence and employee emotional intelligence is stronger when this positive team emotional climate is high rather than low.DiscussionOur findings shed light on the affective impact of leaders and their teams as relevant sources of socio-emotional information for employees at work. Limitations of the present study and directions for future studies are included in the paper.

Emotional intelligence in leadership: Its role in fostering employee engagement in Palestine’s ICT sector

This paper aims to explore the nexus between leadership emotional intelligence and employee engagement within Palestine’s information and communication technology sector. It seeks to fill a research gap by highlighting the impact of leaders’ emotional intelligence on fostering a committed workforce. The study used a quantitative approach and a descriptive research design. Its target population was 5,281 full-time employees in Palestine’s ICT sector, and 328 employees were sampled through probability multistage random sampling. The sample was split into groups based on job types and companies with more than 50 employees. The study’s findings corroborate the hypothesized positive effect, with statistical analysis revealing that emotional intelligence directly influences employee engagement levels within the ICT context (Beta = 0.302; P-value = 0.000). Although highlighted as a crucial element, emotional intelligence is designated as only part of a complex engagement equation that requires further investigation into additional contributing factors, such as different dimensions of emotional processing. AcknowledgmentThe authors express their gratitude to Gulf University for the significant financial resources that facilitated the publication of this work.

The influence of bootleg innovation on individual innovation performance: The mediating effect of cognitive flexibility and the moderating effect of leadership's emotional intelligence.

Based Correctly handling the creativity of employees who have not been adopted is not only conducive to continuously stimulating employees' creativity and improving individual innovation performance, but also conducive to making the best use of organizational resources. This study integrates conservation of resource theory (COR) and social information processing theory to explore the influence of bootleg innovation behavior in organizations on individual innovation performance, as well as the mediating role of cognitive flexibility and the moderating role of leadership emotional intelligence. A three-stage time-lagged research design is used to obtain a valid sample of 327 employees from China. The PROCESS macro for SPSS was applied to test the hypothesized relationships. Findings demonstrated that bootleg innovation is positively related to individual innovation performance; cognitive flexibility mediates the relationship between bootleg innovation and individual innovation performance. Moreover, leadership emotional intelligence moderates the relationship between bootleg innovation and individual innovation performance and between bootleg innovation and cognitive flexibility and between cognitive flexibility and individual innovation performance respectively. The conclusion of the study not only provides a theoretical basis for individuals and leaders to deal with employees' creative abortion, but also provides a new thinking mode for how to maximize the effectiveness of unaccepted ideas and promote individual innovation performance.

The Nexus between Leader Emotional Intelligence and Employee Turnover Intention: Do Gender Differences Matter?

The Nexus between Leader Emotional Intelligence and Employee Turnover Intention: Do Gender Differences Matter?

The Role of Emotional Intelligence in Leadership and Team Dynamics

The anticipated influence of team emotional intelligence on both intra team conflict and team effectiveness is of considerable importance. Nevertheless, up until now, there has been a scarcity of scientific evidence regarding this association. This work makes a valuable contribution to the existing body of literature on intra team conflict and team emotional intelligence by adopting a holistic approach. Additionally, a positive correlation was shown between team emotional intelligence and team effectiveness, encompassing team performance, innovation, and cohesion. Furthermore, it is worth noting that the emotional intelligence of a team plays a significant role in mitigating the relationship between task conflict and relationship conflict. Additionally, the research reveals that team emotional intelligence serves to mitigate the adverse impacts of task conflict on team effectiveness, as well as relational conflict on team cohesion. The present study is concluded with a comprehensive examination of its limitations and the subsequent implications for future research.

Exploring the influence of leader emotional intelligence on faculty engagement in Ethiopian higher education

Exploring the influence of leader emotional intelligence on faculty engagement in Ethiopian higher education

Contribution of Emotional Intelligence to Efficient Leadership. A Narrative Review

Introduction: Emotional intelligence contributes to the development of successful communication between leaders and employees and ensures good management. It is an integral part of the leader to control and regulate the well-being of his subordinates. The purpose of the present systematic review is to synthesize the available data on the role of emotional intelligence in the leadership of various domains (businesses, schools, sports teams, teams). It attempts to show emotional intelligence's positive and direct relationship with leadership, especially with charismatic leadership. Material and method: This systematic review was carried out for 2019-2023. Criteria for inclusion of an article in the study were to be published from 2019 to 2023, to be relevant to the topic, to be published in a valid journal, to be published in the English language, to belong to the discipline of psychology, and to have open access. After a systematic and critical evaluation, seven articles were included in the study. Results: The studies addressed the role of emotional intelligence in leadership and their interaction. Transformational leadership leads people with high emotional intelligence to adapt. In addition, leadership skills training develops practical skills, assessment and problem-solving skills, communication skills, self-governance, and emotion recognition skills. Emotional intelligence plays a pivotal role in effective leadership. Leaders with high EI tend to be more transformational, make better decisions, manage stress effectively, and create cohesive team dynamics. While the relevance of EI in leadership is undeniable, future research will undoubtedly continue to refine our understanding of its nuances and applications in diverse contexts.

Sustainability in the Banking Sector Pakistan; Leader’s Role and Green Employee Engagement

In the contemporary banking sector, green employee engagement has ascended as a critical driver of sustainability, drawing significant attention from business researchers worldwide. This research delves into the influential role of green leader emotional intelligence on green employee engagement, particularly within Karachi's banking milieu. Furthermore, it explores the mediating effects of green employee behavior and green organizational citizenship behavior in this dynamic relationship. Employing a convenience sampling strategy, data were amassed from 387 banking professionals in Karachi, Pakistan, providing a comprehensive insight into the sector's eco-conscious practices. Analytical procedures were conducted using SmartPLS 3.0, ensuring rigorous data interpretation and hypothesis testing. The findings underscore the pivotal role of leaders' emotional intelligence in fostering an environment conducive to green work engagement. Notably, the results reveal that green employee behavior and green organizational citizenship behavior significantly mediate the relationship between green leader emotional intelligence and green work engagement. These mediators bridge the gap, highlighting the importance of individual and collective actions in promoting an eco-friendly work ethos. This study contributes to the burgeoning literature on green human resource management, emphasizing the necessity of emotionally intelligent leadership in catalyzing sustainable employee practices. It advocates for a paradigm shift in leadership strategies, urging the adoption of green initiatives that resonate on an emotional level, thereby enhancing employee engagement and propelling the banking sector toward sustainable horizons.

The relationships between leader emotional intelligence, transformational leadership, and transactional leadership and job performance: A mediator model of trust

This study utilized the hierarchical linear model and trust as a mediator; designated leader emotional intelligence as a team-level dimension; and designated transformational leadership, transactional leadership, and trust in supervisor as individual-level dimensions. An analysis was performed to explore the relationships between these individual- and team-level variables and the job performance of real estate brokers, as well as the potential role of trust-oriented leadership as a mediator for the relationships between leader emotional intelligence, transformational leadership, and transactional leadership and individual job performance. The empirical results revealed that leader emotional intelligence, transformational leadership, and transactional leadership had direct, significant, and positive relationships with individual job performance. Furthermore, it was also discovered that, with trust in supervisor serving as a mediator, these three variables also had indirect, significant, and positive relationships with employee job performance.

An Empirical Study on Talent Strategies and it’s Impact on Employee Commitment; Moderating Role of Talent Proactive Behavior

The objective of this study is to determine the effects of a leader's emotional intelligence and employee career growth opportunities on employee commitment in Pakistan's banking industry. Additionally, talent-proactive behavior is examined as a moderator of the relationship between a leader's emotional intelligence and the number of employee career growth opportunities they provide. The convenience sampling approach was used to get the data from 384 different banking industry personnel. The hypothesis was evaluated statistically using Smart Pls V. 3.  Talent proactive behavior moderates the relationship between a leader's emotional intelligence and career growth opportunities and employee commitment, according to the study, which also shows that a leader's emotional intelligence and career growth opportunities have a significant impact on employee commitment. Discussion and conclusions are given as well.

The relationship between nurse leadership and emotional intelligence: a literature review

Today's healthcare system needs people who can work independently, be proactive, make responsible decisions and deliver effective results. Nurses with higher emotional intelligence are more likely to be more communicative and empathetic, which contributes significantly to a good relationship with the patient and to good performance. Leadership qualities are not only present in the nurse administrator in a managerial position, but also in the nurse who interacts with patients on a daily basis. The relationship between nurses' emotional intelligence and leadership is an area of research that is relatively new.
 Aim of the study. To investigate the relationship between emotional intelligence and leadership in nursing by analysing the results of existing research.
 Methods. A literature search was conducted in the PubMed database. According to the exclusion and inclusion criteria, 5 scientific articles were included and analysed in the systematic review.
 Results and conclusions. The results of the study revealed the main issues raised in the scientific literature - the strengthening of nurses' leadership, the development of emotional intelligence and leadership, and the impact of team leader's emotional intelligence on the stress experienced by nurses. The literature analysis also reveals that leaders with emotional intelligence, both in managerial and non-managerial roles, lead to higher quality nursing outcomes and improvements in other factors such as effective communication, and that the development of nurses' leadership and emotional intelligence in undergraduate study programmes requires the introduction of a dedicated course.

Developing Emotional and Social Intelligence in an education leadership postgraduate program: Perceptions of aspiring school leader

This exploratory study builds upon the need for scientific studies that measure the impact of emotional intelligence training on educational leadership skill development. Using a quasi-experimental methodological approach, the researchers evaluated the effectiveness of a course in emotional intelligence leadership development in a postgraduate leadership program taken during the program's first semester. The course was grounded in the framework of emotional intelligence by Daniel Goleman. It also utilized concepts and skills from the ability model of emotional intelligence. The sample consisted of 45 aspiring leaders in a New York urban university. The evaluation measures included the Leadership Practices Inventory (LPI) and the Emotional Social Competency Inventory (ESCI). The preliminary results conducted by paired sample t-tests showed positive statistically significant differences in all the variables of the ESCI and the LPI. Further analysis, with a quasi-experimental pre-posttest design, evaluated the effect of the cohort and maturation. Results showed positive statistically significant differences in all five leadership practices of the LPI, except in the practice of Challenge. Prospective school leaders' perception of their emotional intelligence competencies, measured by the ESCI, also demonstrated significant positive results in all variables except Self-Awareness.

Creative Performance and Conflict through the Lens of Humble Leadership: Testing a Moderated Mediation Model.

This study developed and tested a moderated mediation model by examining the relationships between humble leadership (HL), emotional intelligence, employee conflict (EC), and creative performance (CP), using resource-based theory as the theoretical foundation. We conducted a cross-sectional survey of 322 employees and their immediate supervisors (n = 53) from the telecom sector in Pakistan. The data was analyzed using AMOS 21 and SPSS 26. The results demonstrate that HL has a positive effect on creative performance and a negative relationship with employee conflict. Furthermore, employee conflict has a negative impact on CP and mediates the impact of HL on CP. Moreover, a leader's emotional intelligence moderates the negative relationship between HL and EC. Finally, this study reveals that EI moderates the indirect effects of HL on CP. The conclusions and implications are discussed at the end of this paper.

Developing leadership behaviours in higher education: A quasi-experimental study on the effect of experiential learning

ABSTRACT Relying on experiential learning theory and adopting the framework of the emotional intelligence leadership styles, this research analyses the effectiveness of a leadership development programme for graduate students in promoting a change in individual behaviours. A quasi-experimental research design was implemented to analyse the improvement in the adoption of leadership behaviours over time through self and external evaluation. Participants showed a higher frequency of adoption of visionary, coaching and affiliative leadership styles in relation to the pre-test and compared to the control group. In addition, this study explores the influence of the journaling and learning plan techniques on the development of leadership behaviours. Results show that both the definition of a learning plan encompassing individual change goals and the personal reflections on the practice of leadership behaviours influence leadership development. Moreover, engaging in both learning techniques creates a synergistic effect on leadership development.

The Impact of Leadership Program Formatting on Perceived Development Within Pharmacy Cohorts

Objective. To assess the impact of variable leadership development program formats on perceived participant growth.Methods. In 2020, the Phi Lambda Sigma national office began offering national Leader Academies to members, while University of South Florida Health Taneja College of Pharmacy simultaneously offered a Leader Academy program to its Phi Lambda Sigma students. Both programs used virtual leadership development tools from GiANT Worldwide, but differed in meeting frequency, content focus, and participant diversity. A 17-question pre- and postsurvey was developed from the Emotional Intelligence Leadership Inventory. Descriptive and inferential statistics were used to compare the cohorts.Results. Twenty-two respondents in the national cohort (66.7% response rate) and 15 in the single-institution cohort (100% response rate) were included. There was more diversity in age, ethnicity, and previous education in the national cohort. Significant improvements in perceived growth were noted in almost all areas. The only decrease noted was the national cohort response to "I strive to improve myself." The overall change in mean response values was generally higher for the single-institution cohort. Qualitative data supported these results and showed more notable references to emotional intelligence in the national cohorts (∼50%) as compared to the single-institution cohort (<25%).Conclusion. Study results suggest that participation in a longitudinal leadership development program, regardless of cohort format, leads to perceived participant improvement in three categories. However, perceived benefit within each of these categories may vary depending on the cohort. Future studies are needed to further evaluate specific leadership arenas and validate the leadership assessment tool.

Emotional Intelligence in Leadership

Emotional Intelligence in Leadership

Role of Emotional Intelligence in Leadership and Communication: An Empirical Study

The core competencies that define a person, including the capacity to manage one’s emotions and the innate capacity to engage in productive relationship, are the subject of emotional intelligence. A good illustration of emotional intelligence in practice could be one's capacity to interact&nbsp;effectively for the advantage of a favourable conversation. According to the definition, emotional intelligence entails transitioning from a unipersonal to an impersonal viewpoint, from internal talents of understanding oneself to communication skills applied in contact. It is considered that frames of reference are the capacity to comprehend feelings and behave sensibly in interpersonal relationships in order to support the growth of interpersonal skills and maintain a positive relationship. The quote “Understand oneself” finds application in this situation through the control of emotions and their contextual adjustment, with the goal of getting to understand others and communicating constructively, for the advantage of communicating effectively.

Experiences of Law Enforcement Officers in an Emotional and Belief Intelligence Leadership Training: A Consensual Qualitative Report

Emotional intelligence-based leadership training may be beneficial for law enforcement in their personal and professional development. The goal of this study was to qualitatively explore the experiences participants reported as a result of the My Life My Power (MLMP) Tactical Leadership Training (TLT). The MLMP TLT is designed to incorporate emotional-intelligence and belief-intelligence constructs into training delivery of law enforcement professionals with the goal of increasing positive outcomes for law enforcement and the communities they serve. The researchers conducted interviews with seven participants who had completed the MLMP training as part of their professional development. The researchers coded emerging themes from the interviews, including experience-oriented themes and outcome-oriented themes. Evaluation of the MLMP program is provided based on participants’ responses. The researchers offer implications for professional development programming for law enforcement working with students and juveniles in community and school settings.

Leadership presence: A concept analysis.

To examine the concept of Leadership Presence. Presence is an essential factor in a leader's repertoire. However, the concept is not well-defined, or the significance understood on how leadership presence affects individual and organizational outcomes. Walker and Avant's modified method of concept analysis DATA SOURCE: Literature from multiple scholarly databases were searched. The search terms "leadership," "presence," "physical presence," and "leadership presence" were imputed using established inclusion criteria: full text, peer-reviewed, and printed in the English language from 2016 to 2021. Articles examined to determine the context of leadership presence and to understand and identify the antecedents, attributes, and consequences of leadership presence. Eighteen articles met inclusion criteria and were examined. Antecedents consisted of elements that represented the internal complexity of the organization and the presence of external threats. Attributes included a leader's emotional intelligence, a vision for improvement, and a commitment to successful caring and patient outcomes. Consequences evolved from organizational and individual elements of leadership presence. By understanding the concept of leadership presence, nurse leaders can appreciate the meaning, implications, and contributions of this concept and employ leadership factors that influence nurse, patient, and organizational outcomes.