The Relationship Between Leaders’ Emotional Intelligence and Employee Engagement: An Empirical Study from the Kingdom of Bahrain

DOI: 10.46988/IJIHRM.01.01.2020.001

Abstract

This study aims to examine the relationship between leaders’ emotional intelligence and employee engagement in the private sector of Kingdom of Bahrain. Engaging in creativity in corporations inevitably creates tension, conflict, and emotionally charged debates and disagreements because complex companies want both control and predictability and creativity and change. We endorse those leaders. In particular, leaders' emotional intelligence plays an indispensable function in enabling and aiding employee engagement through four dimensions of emotional intelligence. The data collection method of the study involves quantitative data analysis. Primary data was used in the form of simple random sampling in order to gather enough data to be analyzed for the purpose of the research. A total of 117 questionnaires were submitted, though only 108 were viable to be used in the study. This study's regression model has four predictors; self-awareness, self-regulation, motivation, and self-skills, to the dependent variable, employees’ engagement. Results indicate that 67.0% of the variation in the dependent variable is explained by the proposed model. Moreover, path coefficient findings show that the four independent variables have significant relationships. Self-awareness (SA) has the strongest significant relationship with a p-value = 0.000 and path coefficient = 0.679; self-skills (SS) has the second significant relationship with p-value = 0.000 and path coefficient = 0.318; self-regulation (SR) has the third significant relationship with p-value = 0.000 and path coefficient = 0.177; and motivation (MO) has the least significant relationship with p-value = 0.020 and path coefficient = 0.109.