Murali Kishore Velagada
Management
June 2024
In order to clarify how various leadership philosophies and emotional intelligence levels affect organizational productivity and work happiness, this study examines the complex relationships that exist between leadership styles, emotional intelligence, and employee performance across Indian enterprises. Using a sample of 20 leaders and 130 employees, the study uses a descriptive research approach and focuses on a public sector company in Selangor, Malaysia. Utilizing tools like the Multifactor Leadership Questionnaire (MLQ), the Emotional Competency Profiler (ECP), and a parastatal performance evaluation process, data was collected through the administration of questionnaires designed to gather insights on leadership behavior, emotional intelligence, and employee performance. Regression models and that's what other factual examination show, albeit through particular techniques, both transactional and transformational leadership styles impressively affect employee performance. In the context of transactional leadership, emotional intelligence has been shown to have a favorable impact on performance; but, in the framework of transformational leadership, its significance is somewhat diminished. This suggests that while emotionally intelligent transactional leaders improve worker performance, transformational leadership—regardless of emotional intelligence—has a more significant and immediate impact. The results offer insightful information about the ways in which emotional intelligence and leadership styles interact to influence employee outcomes, with applications for leadership development and organizational management.
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