ISSN: 2222-6990
Open access
Leaders with high levels of emotional intelligence are often better at managing their own emotions and those of their employees, leading to better workplace outcomes, such as improved employee performance. Leaders who exhibited high levels of emotional intelligence were more effective at creating a positive organizational climate and were more likely to foster a shared sense of purpose among their team members. This positive work environment has led to increased employee engagement and improved performance. The objective of this study is to analyze the relationship between three dimensions of emotional intelligence: a leader’s social skills, empathy and motivation towards their employee’s performance. 128 respondents who are employees in Klang Valley were involved in this quantitative study and were selected via convenience sampling where the questionnaires were distributed using an online platform. For the purposes of data analysis, SPSS was employed. The findings of the study revealed that all three dimensions of a leader’s emotional intelligence have significant impact towards their employee’s performance. A leader who fosters a high level of social skills interacting with the team, shows empathy towards team members, and has a high level of motivation in driving the team performance will have significant impact towards the employee performance. The study also revealed that among the three dimensions of emotional intelligence, a leader’s motivation is the most significant factor in driving employee’s performance. By fostering a sense of social skills, empathy, and motivation, leaders can create a more positive and able to drive the team towards better performance even in the most challenging of circumstances.
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In-Text Citation: (Shaari et al., 2023)
To Cite this Article: Shaari, A., Malik, I., Fernandez, D., Rubhan, Y., Raam, S., Kirthana, & Vimala. (2023). Leader’s Emotional Intelligence: How it Affects Employee’s Performance at Workplace? International Journal of Academic Research in Business and Social Sciences, 13(8), 541– 550.
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