The dynamic effects of leader emotional intelligence and organisational culture on organisational performance

Abstract

The topic of emotional intelligence (EQ) and organisational culture has attracted considerable interest from both academics and practitioners for many years. Much of the interest in the two areas is based on explicit and implicit claims that both leader's emotional intelligence and organisational culture are linked to organisational performance. However, while the links between emotional intelligence and organisational performance and between organisational culture and organisational performance have been examined independently, few studies have investigated the association among the three concepts. This study examines the nature of this relationship and presents empirical evidence that suggests there is a complex relationship between emotional intelligence, organisational culture and organisational performance. The study concludes with implications for theory and practice.