THE ROLE OF EMOTIONAL INTELLIGENCE IN LEADERSHIP AND EMPLOYEE PERFORMANCE

Sharad Chandra Bajpai; Priyank Mishra

doi:10.29121/granthaalayah.v13.i1.2025.5953

Authors

Dr. Sharad Chandra Bajpai Assistant Professor, Department Of Commerce, C.M.Dubey College, Bilaspur, C.G.
Dr. Priyank Mishra Principal, Disha Institute of Management and Technology, Raipur , C.G.

DOI:

https://doi.org/10.29121/granthaalayah.v13.i1.2025.5953

Keywords:

Emotional Intelligence, Leadership, Employee Performance, Job Satisfaction, Organizational Success, Workplace Relationships

Abstract [English]

A key component impacting the efficacy of leadership and performance of employees in contemporary administrations is emotional intelligence (EI). The effects of EI on leadership styles, employee output, contentment on the job, and interpersonal dynamics at work are the subject of this study. This research delves into the relationship between EI and successful decision-making, conflict resolution, and team cohesiveness by analysing the role of self-awareness, self-regulation, motivation, empathy, and social skills. Emotionally intelligent leadership is associated with increased employee engagement, decreased attrition, and overall organisational performance, according to this paper's extensive literature assessment and empirical research. Leadership with high EI is associated with a more favourable work atmosphere, more innovation, and longer-term success, according to the research. At the end of the day, the research shows that EI training programs are necessary to boost leadership skills and company results.

Downloads

Download data is not yet available.

References

Barling, J., Slater, F., & Kelloway, E. K. (2000). Transformational leadership and Emotional Intelligence. Leadership & Organization Development Journal, 21(3), 157-161. https://doi.org/10.1108/01437730010325040 DOI: https://doi.org/10.1108/01437730010325040

Boyatzis, R. E., Smith, M. L., & Blaize, N. (2013). Developing Sustainable Leaders Through Coaching and Compassion. Academy of Management Learning & Education, 12(2), 322-337.

Brackett, M. A., Rivers, S. E., & Salovey, P. (2011). Emotional Intelligence: Implications for Personal, Social, Academic, and Workplace Success. Social and Personality Psychology Compass, 5(1), 88-103. https://doi.org/10.1111/j.1751-9004.2010.00334.x DOI: https://doi.org/10.1111/j.1751-9004.2010.00334.x

Côté, S., & Miners, C. T. H. (2006). Emotional Intelligence, Cognitive Intelligence, and Job Performance. Administrative Science Quarterly, 51(1), 1-28. https://doi.org/10.2189/asqu.51.1.1 DOI: https://doi.org/10.2189/asqu.51.1.1

Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business Review Press.

Jordan, P. J., Ashkanasy, N. M., & Härtel, C. E. J. (2002). Emotional Intelligence as a Moderator of Emotional and Behavioral Reactions to Job Insecurity. Academy of Management Review, 27(3), 361-372. https://doi.org/10.2307/4134384 DOI: https://doi.org/10.5465/amr.2002.7389905

Lopes, P. N., Salovey, P., & Straus, R. (2006). Emotional Intelligence, Personality, and Perceived Quality of Social Relationships. Personality and Individual Differences, 40(7), 1373-1383.

Prati, L. M., Douglas, C., Ferris, G. R., Ammeter, A. P., & Buckley, M. R. (2003). Emotional Intelligence, Leadership Effectiveness, And team Outcomes. International Journal of Organizational Analysis, 11(1), 21-40. https://doi.org/10.1108/eb028961 DOI: https://doi.org/10.1108/eb028961

Wong, C. S., & Law, K. S. (2002). The Effects of Leader and Follower Emotional Intelligence on Performance and Attitude. The Leadership Quarterly, 13(3), 243-274. https://doi.org/10.1016/S1048-9843(02)00099-1 DOI: https://doi.org/10.1016/S1048-9843(02)00099-1