Moderation by Emotional Intelligence on Perceived Leadership Effectiveness and Workplace Performance Outcomes

Abstract

The research was conducted for inspecting the bond among Perceived Leadership and Employee Workplace Outcomes as well as the moderating role of Emotional Intelligence on the connection between perceived leadership and Employee Workplace Outcomes. The survey was conducted through 260 employees of high schools of Quetta Pakistan, perceiving their managers as leaders including teaching and non-teaching staff. The results of 232 employees analyzed statistically by SPSS (v. 25.0), Add on Process by Andrew Hayes and AMOS 24. Study findings showed that acting strategies of perceived leadership relate positively to employees workplace outcomes, which increases or decreases with increased or decreased relation between them. The performance results show significant moderating effects of emotional intelligence, i.e. increases employee workplace performance, by upgrading the relationship between leaders and employees. These findings contribute to the literature on perceived leadership and the impact of intelligence level of employees, which may promote the education quality in high schools by improving intelligence level and offering some directions to HR practitioners for some possibly advantageous exercises and recruitment procedures and promoting human empowerment. This study was focused on high schools only, future studies may be conducted on other sectors of the education department and remote areas other than cities.

Impact of transformational leadership on leadership effectiveness: the mediating effect of emotional skills in the Lebanese small and medium-sized enterprises context

“…A team's morale, productivity and general performance benefit from a transformational leader's high standards, encouragement of innovation and leading by example. The findings of the study are in line with the results of Abdullahi et al (2020) and Mansel and Einion (2019) and are in Mediating effect of emotional skills contrast with the findings of Qadir et al (2021). This led to the validation of the following hypothesis:…”

“…In this context, RM acts as the bridge that transforms inspiration into practical action and ensures that the transformative leadership style is truly effective, contributing to Lebanese SMEs' overall success and resilience. The findings of the study are in line with the results of Abdullahi et al (2020) and Mansel and Einion (2019) and are in contrast with the findings of Qadir et al (2021). This led to the validation of the following hypothesis:…”

“…The improved ability to think clearly and make sound decisions directly results from this mental exercise (Petrides, 2010). A leader's ability to influence good change and accomplish organizational goals is improved when team members are encouraged to think critically and suggest new ideas (Qadir et al, 2021). This led to the development of the following hypothesis:…”

“…However, leaders who are too set in their ways may find it difficult to steer their teams successfully in such a fluid and unpredictable context. To this end, leaders must find a sweet spot between adaptation and other forms of leadership to maximize their impact (Qadir et al , 2021). The capacity to adapt to new situations and integrate that ability with other crucial leadership qualities like communication, decision-making and personnel management may be honed via training and development programmes.…”