The influence of emotional intelligence on leadership styles: A profile of executives in ASEZA organization

Abstract

This article reports new insight into the relationship between emotional intelligence (EI) dimensions and leadership style at the Aqaba Special Economic Zone Authority (ASEZA). Multiple regression results have revealed a negative significant association between EI and leadership style in three major dimensions of EI, namely, self‐awareness, motivation, and empathy. Stepwise regression analysis revealed a significant positive association of self‐regulation and social skills dimensions on ASEZA's leadership style. Results further indicated that there are no significant differences between the dimensions of EI and demographic factors as well as between leadership and undertaken demographic factors. However, no research has focused on the relationship between EI and leadership style in ASEZA‐Jordan context. The current research identified this gap in the literature by connecting leadership through EI. Implications are that leaders lacking all or some EI dimensions are less likely to have a healthy relationship with their subordinates and are likely to be classified as being ineffective leaders. Organizations could benefit from being able to differentiate ineffective leaders from leaders who suffer from some or all EI dimensions. Therefore, the lack of some major EI dimensions in an organization like ASEZA negatively influences its competitive advantage as well as its performance.

The Impact of Employee Empowerment on Job Engagement: Evidence from Jordan

“…This study is expected to contribute to the literature, particularly that concerning the Jordanian context; after all, there is an urgent need for more research to be conducted within this country (Al Hawamdeh & Al-edenat, 2019). Notably, ASEZA is an independent institution that handles the development and management of the Aqaba Special Economic Zone and provides integrated services to investors and registered companies that have a high number of employees (Karasneh & Al-Momani, 2020). Hence, within this study, it was important to measure the impact of employees" empowerment on job engagement with its dimensions, since it is clearly highly important for this organisation to create a model for its proper management to meet the highest level of job engagement, in turn resulting in high productivity and efficiency and ultimately impacting their growth and development.…”

Emotional intelligence at the heart of customer orientation: the front-office bank employee perspective

“…For me it is always necessary to communicate with the client to have the exact information" (Participant 17). According to Karasneh and Al-Momani (2020) and Perkasa et al (2020), EI is an individual characteristic that enables individuals to process numerous, important and even complex information about their and others' emotional state. In this way, they are prepared to navigate communication that enables them to understand how others think and behave.…”

Does Servant Leadership Promote Emotional Intelligence and Organizational Citizenship Behavior among Employees? A Structural Analysis

“…According to Karasneh and Al-Momani [32], EI is a personal characteristic that equips individuals to process large and complicated blocks of information regarding their emotional state and others. This prepares them to navigate communication that helps them understand how others think and behave [33].…”