The impact of emotional intelligence on effective leadership in the military production factories (MPF) in Egypt

Abstract

Emotional intelligence is one of the most important personal trait linking to leadership in a way of assisting and developing the desired skills needed for those leaders applying effective leadership. There is a lack in the research literature related to leadership style in the Military Production Factories (MPFs) sector in Egypt. There is great attention and initiative to the reform in governmental sector in Egypt. This study considered as a baseline study for identifying the dominant leadership style in MPF. Military production industry sector includes 20 factories and companies lead by the Ministry of Military production (MOMP). The factories produced Military and non-military production. The sector includes 33546 employees. The selected organisation (MPF) works under the authority and supervision of the Ministry of military production (MOMP) in Egypt, however the majority of worker, including top, and middle line management are civilian. This study investigates the style of leadership mainly transformation and transactional leadership. The scale of the questionnaire was developed based on two sources and references to measure this relationship between the independent variable emotional intelligence and dependent variable leadership style. This study uses statistical tools SPSS including regression, correlation, Cronbach's alpha.The result on the level of Leadership, First, -study shows that female employee of the MOMP have a tendency towards a high level of transformational leadership style behavior more than male managers in the MOMP. Confirmed by Mandell and Pherwani, 2003). Second, Males' leadership style more oriented to the style of transactional style of leadership (confirmed by Strickland, 2008). On the level, emotional intelligence females scored higher than male in emotional intelligence. Furthermore, the dimensions of emotional intelligence (emotion attention, emotional clarity and Emotional repair (women scoring higher in emotional repair the most).

Determining the Effect of Emotional Intelligence on Self-Leadership

“…As a result of the analysis, it was found that emotional intelligence has a positive and significant effect on self-leadership. The positive effect of emotional intelligence on leadership has been demonstrated by many studies (Shaaban, 2018;Batool, 2013;Goleman, 2011;Mills, 2009;Palmer et al, 2001). The result of this study is also consistent with the results of Alabdulbaqi et al (2019), Vann et al, (2017 and Sun (2015)'s studies.…”

A Responsible Leadership Dimensional Framework Model

“…Different studies and researchers have distinguished RL from other leadership approaches. (Pless &Maak, 2011) Pless andMaak (2011) have discussed and distinguished RL from other values-centered leadership theories like servant leadership presented by Greenleaf (2002), ethical leadership presented by Brown and Trevin'o (2006), authentic leadership presented by Luthans and Avolio (2003), and Gardner, Avolio, and Walumbwa (2005); transformational leadership presented by both Bass and Avolio (1995) and Shaaban (2018). Pless and Maak (2006) argue that the main difference between these leadership theories and RL is that it focuses on sustainable values and positive changes, environmentally and socially.…”

“…On the level of personality and the relationship between leaders applying the RL approach in their organisations, Pless (2007) has further noted that a values-based and thoroughgoing ethical fundamental principles-driven relationship between stakeholders and leaders are associated with a common sense of purpose and implication, which they promoted one another to advanced levels of commitment to achieve social change and maintainable values. Leaders applying this RL style have to encourage themselves and their followers to build their resilience (Shaaban & Shehata, 2019). Accordingly, the variables included in RL are a combination of personality traits, ethical leaders' values, motivations, characteristics, and achievements.…”

“…The RL is known for its comprehensive approaches, which include matching various diverse elements and levels such as an individual, an organization, and a community (Shaaban & Shehata, 2019), while Bergsteiner and Avery (2011) mention that it includes different elements such as people, organisations, leaders and followers, effectiveness, and environment. Shaaban (2020) examined and concluded in her study that responsible employees result from RL that leads to sustainable leadership.…”