The Role Of Emotional Intelligence In Leadership And Organizational Effectiveness: A Comprehensive Research Study On Workplace Performance, Conflict Resolution, And Employee Well-Being

Abstract

The study explores how emotional intelligence (EI) might improve workplace performance and leadership efficacy. It also looks at how dispute resolution and employee well-being can act as mediators. Drawing upon a quantitative, cross-sectional design, data were collected from 200 participants representing mid-level managers, senior leaders, and employees across multiple industries. Using validated instruments—including the Wong and Law Emotional Intelligence Scale, Multifactor Leadership Questionnaire, Rahim Organizational Conflict Inventory–II, WHO-5 Wellbeing Index, and standardized performance measures—the study applied structural equation modeling (SEM) to test hypothesized relationships. Results indicated that EI significantly predicted leadership effectiveness (β = 0.46, p < 0.001) and workplace performance (β = 0.39, p < 0.001), while also positively influencing conflict resolution (β = 0.51, p < 0.001) and employee well-being (β = 0.44, p < 0.001). Mediation analysis confirmed that conflict resolution mediated the relationship between EI and leadership effectiveness, while well-being mediated the link between EI and workplace performance. Subgroup analyses further revealed that EI had a stronger impact among senior leaders and in people-centered sectors such as healthcare and education. The study contributes to theory by integrating relational and affective mechanisms into a unified framework and highlights EI as an organizational resource that fosters healthier, more effective workplaces. Practically, the findings underscore the need to embed EI into leadership development, recruitment, and evaluation systems. Limitations include the cross-sectional design and reliance on self-report measures, which future longitudinal and cross-cultural studies should address.