THE ROLE OF EMOTIONAL INTELLIGENCE IN WORKPLACE LEADERSHIP: HOW EMOTIONAL INTELLIGENCE INFLUENCES LEADERSHIP EFFECTIVENESS, TEAM COLLABORATION, AND EMPLOYEE WELL-BEING

Abstract

This paper explores how emotional intelligence (EI) plays a critical role about larger leadership in the workplace, and the nature of cognizant emotional intelligence determines the leadership effectiveness of the teamwork as well as the well-being of the workers. According to the cross-sectional survey of leaders and employees engaged in diverse industries, such ready to-test scales and instruments as the Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT) and Multifactor Leadership Questionnaire (MLQ) along with scales of collaboration and well-being were used in the research. The correlation, regression, ANOVA and structural equation modeling analytic studies have revealed statistical evidence that EI was material in explaining leadership effectiveness( = 0.62), team collaboration( = 0.58), and employee well-being( = 0.55) with the proportion of those that explain nearly half the amount of the results. Another outcomes of mediation analysis revealed that collaboration and leadership effectiveness are some of the paths, in which EI enhances well-being among employees. Findings also showed the differences in the respect of sector specific scores the healthcare and the IT/finance leaders scored better than the education department. These results supported the opinion that EI is not a trivial skill, but a compulsory leadership skill, that the direct and indirect effects on the success of an organization cannot be measured. The results highlight the pre-eminence in verifying that the organizations take into account the growth of EI into leadership training and talent management programs possibilities to support the sustainable performance, the culture of cooperation and positive working settings.