Evaluating the impact of a leader’s emotional intelligence on organisational performance within a South African telecoms firm

Abstract

The ability of leaders to understand their own emotions as well as the emotions of those with whom they work is a key indicator of improved business performance and long-term growth (Ferrar, 2009). According to Ferrar (2009), as service-oriented businesses grow, leaders are expected to not only manage, but also lead with sensitivity.

Companies are realising that in order to succeed, they need leaders who have an innate ability to improve group cohesion and morale through shared emotional experiences (Augusty and Mathew 2020). According to Goleman (1998), this ability is assumed to be based on emotional intelligence (EI), which is consistent with the current research aim.

The aim of the current study was to develop a conceptual framework towards a sustainable organisation design that could address the impact of EI of the leader on organisational performance and sustainability. The study examined the link between EI and effective leadership and the impact it may have on organisational performance and sustainability. To investigate the relationship between EI and organisational performance and sustainability, a survey research design was used. According to the current study, EI has a strong positive relationship with organisational performance