Emotional Intelligence as the Basis for the Development of Organizational Leadership During the Covid Period (Educational Institution Case)

Abstract

The period of coronavirus disease pandemic caused new challenges in leadership development and reflected transition to collective leadership as the most effective method. Because (emotional) unity of the corporate team (which is practically realized in collective leadership) is a primary factor for overcoming the crisis, human resources will be saved as much as possible in this context. The use of emotional intelligence tools and organizational leadership development becomes highly relevant. The emphasis is placed on the fact that organizations’ adaptive, innovative activities and online work lead to new trends in the leadership development paradigm. However, most managers are not ready to apply them. The case study of an educational organization shows numerical indicators of the emotional intelligence levels of managers and essential characteristics of their emotional literacy. It is found out that less than half of managers can ensure employees’ psychological safety with the help of emotional intelligence. It is emphasized that leaders can quickly change the climate of their teams and have the most significant impact on the psychological security of organizations. Leadership development can bring additional dividends in times of instability. So coronavirus disease pandemic increases management decentralization trends.

Remote work and the COVID-19 pandemic: An artificial intelligence-based topic modeling and a future agenda

“…However, some studies show that the loss of control is a positive sign, arguing that exercising excessive control is tantamount to micro-management and is often counterproductive ( Lee, 2021 ). Our analysis further indicates that employing emotional intelligence ( Semenets-Orlova et al, 2021 ), adopting authentic and empathetic leadership styles, and changing supervisory mindset are crucial for the effective and successful implementation of remote work strategies ( Antonacopoulou and Georgiadou, 2021 , Bartsch et al, 2021 ). We found that some studies advocate that organizations should further develop leadership behaviors through more effective training ( Hughes, 2021 ) and organizational inclusion techniques, by way of which everyone feels a sense of belonging, respect, and appreciation for who they are as individuals ( Bennett et al, 2021 , Kuknor and Bhattacharya, 2021 ).…”

“…The second topic in this category—remote work management (Topic 7)—offers a more focused understanding of managerial and leadership roles in relation to remote work strategies. Such studies investigate issues such as job satisfaction ( Karani et al, 2021 ), the perceived influence of the managers in the form of control, exploitation, and work engagement ( Khan, 2021 ), and the need to develop new leadership capabilities ( Antonacopoulou and Georgiadou, 2021 , Kirchner et al, 2021 , Semenets-Orlova et al, 2021 ). Decision making concerning overcoming remote work-related challenges and their solutions also received some attention ( Hughes, 2021 ).…”

“…We further suggest that researchers examine how managerial exploitation in remote work settings can be minimized to give employees a sense of psychological safety ( Khan, 2021 ). Another interesting aspect for future studies is the exploration of how organizational leaders can develop new cognitive, managerial, and social capabilities for effectively leading in remote work contexts ( Antonacopoulou and Georgiadou, 2021 , Kirchner et al, 2021 , Semenets-Orlova et al, 2021 ).…”

Teamwork as a Component of Social Competence of Young Scientists

“…Erpenbeck and Rosenstiel (2003) consider social competence as one of the four types of competences and define it as a person's inclination to communicate and cooperate (understanding others, developing others, service orientation, using diversity, political awareness, influence, communication, negotiation and disagreement resolution, leadership, catalyst for change, networking, cooperation and collaboration, teamwork). Emotional intelligence as a component of social competence was considered as a basis for the development of organizational leadership during the Covid period in educational institutions (Semenets-Orlova et al, 2021) and can be applied to the target group of young scientists. Particular attention was paid to educational changes (Semenets-Orlova, 2017) as a driver of social competence transformation.…”

Organizational culture in cooperation of business and education in Ukraine

“…Recently, more and more scholars [8,9] have begun to pay attention to the culture in the organization, more and more publications on this problem [10] appear in the scientific lit erature, but it is still not clear what "organizational culture" and "business culture" are, what the difference between these two terms is, and which varieties it has. Therefore, first of all it is necessary to form evaluation characteristics, indicators, norms and methods of evaluation of organizational culture.…”