Leader's level of emotional intelligence and its influence on employee engagement: A case study

by Thompkins, Shelley Young, Ph.D., CAPELLA UNIVERSITY, 2015, 95 pages; 3745484


Research has shown that employee engagement is critical for organizations today given the many challenges and dynamics organizations face. Many other studies have also shown that employee engagement can be a key driver of individual and organizational performance, retention, productivity, and financial performance as evidenced in shareholder returns according to research. The research literature indicates that employee engagement correlates with organizational success, but research examining the relationship between a leader’s level of emotional intelligence (EI) and employee engagement is limited. The two primary goals of this exploratory case study were to identify the various ways leaders perceive that they can or do influence employee engagement as well as the examination of the role EI plays in employee engagement. The ten participants in this exploratory case study were all directors at a financial services organization. The themes that arose from the semi-structured interviews related to a leader’s influence on employee engagement were know your employee personally and seek to understand them, show that you care/demonstrate to employees that they are important, be willing to help employees, and properly recognize employees. The themes regarding barriers to influencing employee engagement included leaders not having enough time, employees with a fixed mindset or who are not engaged, and working with remote employees. The themes related to a leader’s level of emotional intelligence and their ability to influence employee engagement included a leader’s self-awareness, awareness of employee motivation, leading by example, and connecting on a deeper level.

AdvisersWerner D. Gottwald; Laura Hutt
Source TypeDissertation
SubjectsBusiness administration; Management; Organizational behavior
Publication Number3745484

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