Influence of Emotional Intelligence on Employees’ Leadership Skills –Strategic Approach towards Organizational Stability

Zaki, Abdul Rahman; Shabib, Syed; Manzoor, Mazher

doi:10.9790/487x-0433240

Cited by 4 publications

(5 citation statements)

References 38 publications

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“…Decisions based on strong feelings, when emotions are not controlled in a constructive way, can be wrong decisions. Emotional intelligent managers make good decisions because of their control over their own emotions and the objectivity conferred by this component (Callahan, 2017;Göndör, 2015;Issah, 2018;Kerr et al, 2006;Qadar, Maimoona, Gohar, & ASma, 2014;Sholihin et al, 2010;Zaki, 2012).…”

Section: Variable Coefficient Valuementioning

confidence: 99%

“…(Bourne, Melnyk, & Bititci, 2018;Santos & Brito, 2012;Veliu, Manxhari, Demiri, & Jahaj, 2017; Emotional intelligence needed by an employee or manager in supporting performance. Goleman (2003) showed some research evidence that intellectual intelligence contributes approximately 20% to factors that determine success in life, and another 80 % filled by other forces, including emotional intelligence (Kerr, Garvin, Heaton, & Boyle, 2006;Saheed, 2012;Shahhosseini, 2012;Zaki, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Managerial performance models through decision making and emotional intelligence in public sector

Istianingsih¹,

Masnun²,

Pratiwi³

2020

AMP

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Managerial performance may reflect organizational performance. The achievement of organizational goals closely related to managerial performance, but many researchers only look in terms of workforce performance, whereas managerial roles as leaders of organizations have a huge influence in making decisions. A leader also needs emotional intelligence related to how to make the right decisions according to the organization's goals. This study aims to determine and analyze the effect of emotional intelligence on managerial performance directly and indirectly through decision making. The sample in this study amounted to 44 regional device organizations leaders in Bungo Regency. Data analysis method using path analysis. The results of the study note that emotional intelligence and decision making simultaneously affect managerial performance, but partially decision making has a more dominant influence. The indirect effect of emotional intelligence on managerial performance through decision making is greater than the direct influence of emotional intelligence on managerial performance, thus decision making is able to be an intermediary variable for the influence of emotional intelligence on managerial performance. The implication of the study is that if a managerial has good emotional intelligence it will be able to produce the right decision, so that it will have an impact on managerial performance.

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Section: Variable Coefficient Valuementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Managerial performance models through decision making and emotional intelligence in public sector

Istianingsih¹,

Masnun²,

Pratiwi³

2020

AMP

View full text Add to dashboard Cite

show abstract

“…On the other hand, EI has become an integral part of how today's leaders meet the significant challenges they face (Mwangi et al 2011). EI generates an effective impact on leadership (Zaki et al 2012). Downey et al (2006: 251) argued that TL is -largely dependent upon the evocation, framing and mobilization of emotions‖ and that EI is, therefore, an important antecedent of TL.…”

Section: Emotional Intelligence (Ei) and Transformational Leadership mentioning

confidence: 99%

Examining the Relationship between Emotional Intelligence and Transformational Leadership (A Field Study of Tourism Managers)

Samie

Fahmy

2015

Journal of Association of Arab Universities for Tourism and Hos

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Emotional Intelligence (EI) and TL (TL) capture the attention of many scholars and practitioners. This explanatory study analyzed the significance of EI on TL for tourism managers in Egypt. The paper empirically examined the influence of EI based on five constructs; self-awareness, self-regulation, motivation, empathy and social skills. This study also tested TL using the Multifactor Leadership Questionnaire (MLQ). Based on a quantitative study, 65 questionnaires were distributed by electronic survey. The results indicated that the EI positively relates to TL (i.e. inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration).

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“…The function of the auction company has changed from the original art auction sales, gradually into a combination of an art gallery, exhibition planning company, and financial financing company. Such a change in nature requires auction practitioners to have a high level of knowledge and knowledge [2]. They should not only be familiar with Chinese art history but also have the ability to curate exhibitions and financial knowledge.…”

Section: Introductionmentioning

confidence: 99%

“…They should not only be familiar with Chinese art history but also have the ability to curate exhibitions and financial knowledge. However, when the art auction market and leadership skills are in high demand, the profession remains poorly visible to the general public, and while we see ourselves as "good auctioneers and cultural researchers," most people see us as simple brokers of buying and selling [2]. To address this misconception, it is necessary to elaborate on the auctioneer's most important role, that of precise guidance [3].…”

Section: Introductionmentioning

confidence: 99%

Leadership in Chinese Art Auction: Increasing Influence and Future Value

Fu¹

2022

Advances in Social Science, Education and Humanities Research

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Over the past decade, the art auction market in China has developed very rapidly, forcing dramatic changes in the scope of services and organizational structures of auction companies, resulting in dramatic changes in the relationship between employees, leaders, and stakeholders. When the art market is undergoing drastic changes, how do we view and discuss the needs and construction of the auctioneer's art auction leadership? This paper explores and describes auction leadership in a multi-professional collaborative environment through communication skills, listening and feedback, and the construction of communication networks. In order to support the establishment of a more specific concept of art auction leadership, this paper uses the case of Mr. Huang Zhou's artwork auction to analyze. This case is relatively typical in the whole art auction industry and can well illustrate the importance of the art auction industry. In a multi-professional collaborative environment, establishing leadership in art auction is the key to successfully influencing leadership and other professional targeted research, which will drive the market demand for the art auction industry and increase its professional influence and visible future value.

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Influence of Emotional Intelligence on Employees’ Leadership Skills –Strategic Approach towards Organizational Stability

Cited by 4 publications

References 38 publications

Managerial performance models through decision making and emotional intelligence in public sector

Managerial performance models through decision making and emotional intelligence in public sector

Examining the Relationship between Emotional Intelligence and Transformational Leadership (A Field Study of Tourism Managers)

Leadership in Chinese Art Auction: Increasing Influence and Future Value

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