Dynamics of Emotional Intelligence and Empowerment: The Perspectives of Middle Managers

Sonia A. Udod, Karon Hammond-Collins and Megan Jenkins

SAGE Open, 2020, vol. 10, issue 2, 2158244020919508

Abstract: This study examines employee perspectives of leader behavior to better understand how these perspectives influence and shape employee work experiences. Creating empowering work environments in today’s workplace is an ongoing challenge for leaders and managers. Research has shown that leaders who work to build interpersonal relationships with workplace subordinates are using emotional intelligence (EI) to lead individuals to work more effectively, and thereby increase overall job satisfaction. We employed a qualitative descriptive design using in-depth interviews to elicit and explore managers’ perceptions of their leader’s behaviors and their own sense of empowerment in the workplace. We present the findings within two major categories: perception of leader’s behavior and feelings of empowerment. This study adds to the body of evidence that demonstrates how the use of leadership skills that focus on the EI construct is necessary to build relationships and empower employees, thus creating conditions for creativity in the workplace.

Keywords: emotional intelligence; empowerment; leadership; engagement; management style (search for similar items in EconPapers)
Date: 2020
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:10:y:2020:i:2:p:2158244020919508

DOI: 10.1177/2158244020919508

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