Emotional Intelligence and Organizational Effectiveness

What is it about?

This study examines the influence of emotional intelligence on organizational citizenship behavior, transformational and transactional leadership, and their impact on operational effectiveness in Colombia's manufacturing sector. The research uses structural equation modeling and finds that organizational citizenship behavior has a greater impact on operational effectiveness than emotional intelligence. It also reveals that only transactional leadership affects operational effectiveness, indicating a need for further leadership training. The study emphasizes the importance of enhancing organizational citizenship behavior for higher operational effectiveness and suggests that employees with high emotional intelligence are more likely to engage in cooperative behavior and understand the feelings of their colleagues.

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Why is it important?

This research is important because it investigates the relationships among emotional intelligence, organizational citizenship behavior (OCB), transformational and transactional leadership, and operational effectiveness in the manufacturing sector. It provides valuable insights for managers and academics to understand how these factors influence employee performance and organizational competitiveness. Key Takeaways: 1. Emotional intelligence positively impacts OCB but does not directly affect transformational or transactional leadership. 2. Transactional leadership is found to impact operational effectiveness, while transformational leadership does not have a significant impact. 3. Organizational citizenship behavior has a stronger impact on operational effectiveness than emotional intelligence. 4. Managers should focus on enhancing OCB and implementing practices that promote emotional intelligence to improve operational effectiveness and competitiveness.