EMOTIONAL INTELLIGENCE IN LEADERSHIP AND ORGANISATIONAL PERFORMANCE IN SELECTED ORGANISATIONS

Abstract

The focus of the study is to assess empirically how emotional intelligence associates with leadership effectiveness and organisational performance across selected organisations in Delhi NCR (National Capital Region) in India. This study uses a descriptive-analytical, cross-sectional design based on a sample of 120 leaders, executives, and managerial staff from the IT, banking, finance, manufacturing, and services sectors.  The study depends on the renowned Emotional Intelligence Framework developed by Goleman and Salovey and Mayer (1990)’s ability-based perspective. The Emotional Intelligence (EI) Scale developed by Wong and Law was incorporated into a structured questionnaire used in a primary study to gather the results.  The findings suggest that leadership effectiveness (r = 0.74, p < 0.01) increases as the level of emotional intelligence increases and emotional intelligence explained 52% of the variance in organizational performance (R² = 0.52, p < 0.001), according to statistical tools like correlation, regression analysis, and one-way ANOVA. Empathy and motivation emerge as the strongest emotional intelligence dimensions, while self-regulation is identified as the critical development area. The study contextualises findings within India's high-context collectivist culture, offering culturally sensitive recommendations for emotional intelligence-based leadership development, selection and training.