Leadership’s Emotional Management and Style

Abstract

The success or failure of a business management development dramatically relies on the style of leadership and emotional intelligence. Several publications have proved that leadership styles, such as transformational, transactional, Autocratic, and democratic, should be grounded on understanding and regulating the emotional aspect of the management. In contrast, leadership’s emotional control, as emotional intelligence, is understood as how people react or feel and applying them in the decision-making process, determining the interaction and knowledge of everyone’s needs (Mishra, 2021). The main objective of this research is to join forces with existing publications to bring to light and propagate the existing finding on topics related to this topic and exploit the current gap that hinders further exploration of the issues. The result was that the significance level of the dependent variable to that of the independent variable was high, thus validating that leadership style and emotional management are the determining factors for either success or failure of business management development (Sistad, 2020).

Introduction

The success or failure of a business management development dramatically relies on the style of leadership and the emotional aspect. This implies that the leadership style should be grounded on understanding and regulating the moving part of the management and its leadership. With emotional intelligence, leadership through management will create a conducive working environment that enables strong bonds between team members who determine any organization’s success or failure through collaboration. Based on Weinberger (2009), emotional intelligence forms a vital element in the existence of leadership that is effective. More so, the scholar contends that even though the manager’s leadership style and the emotional aspect are unrelated, they still play hand in hand in determining the outcome.

Leadership’s emotional management is emotional intelligence, which many scholars understand as the understanding ability of the way people react or feel and apply them in the decision-making process. Sistad (2020) furthers the understanding of the concept by adding that it is only through emotional intelligence that it enables the interaction and knowledge of the needs of every person. To some publications, dynamic management is the leadership skill that determines the organization’s success or failure. However, in lay-mans understanding, emotional intelligence in the organization’s progress is vital as a leadership skill that allows solving complex problems in a better way and allows planning in the time management that is applicable in the adaptation of the situation. It thus can manage a crisis (Sistad, 2020). The publication by Sistad (2020) for a vital foundation in the further exploration of the leadership’s emotional management by exploiting the enormous impact that it can have on the administration that additional impacts performance.

On the other hand, leadership is the process of influencing others to agree and understand what should be done. The method of accomplishing a given task, either collectively or per person, and integrating leadership skills with emotional intelligence significantly impact the outcome. This is because leadership is not solemnly relying on the instruction given to the worker but changes initialization that the employees and organization need to result in the collective outcome. The work by Weinberger (2009) enables further exploration of leadership by contending that the general development of an organization results from the excellent leadership skill that determines the management style. This is because the leader’s method of giving direction to the employees can either motivate them toward a successful outcome or discourage them from failure.

Weinberger (2009) explains that the leadership style differs from one culture to another or organization to another. Therefore, the type of leadership should rely on personal traits among leaders. Weinberger contends that this leadership style is divided into four, where the first one is termed participative leadership or leadership that is democratic. The second one is autocratic leadership. The third leadership style is laissez-faire, which most scholars understand as the free-rein leadership style. Lastly is the paternalistic style of leadership. The scholar explains that the paternalistic style was the main style of ruling. This is because it enables the leader to portray the parent figure whenever executing the leadership style. The leader satisfies the employees through such ability, resulting in a practical working climate that brings together diverse efforts.

Mishra (2021), on the other hand, perceives the style of leadership as that which, when properly utilized, can adequately impact the challenges that the employee might be facing. This is because leadership style can influence and mobilize employees. Combining this with leadership skills can help guide employees and establish confidence that, in the long run, has benefits like optimism and job satisfaction, which can significantly increase hope among workers. Thus, the worker brings the best abilities among the employees to achieve the shared goals. Therefore, a good leadership style enhances emotional intelligence, which is resourceful in understanding the worker’s or employees’ emotions and feelings around the leader.

In the matter of discussing emotional leadership management, the leader is supposed to control their own emotions and also be able to comprehend the feelings of their employees or those that follow them. This depicts that the leader’s main issues in any emotional management should be after the employee’s emotions. Allowing every worker’s desires and needs to be understood and recognized is essential. Even doing as little explanation as to why specific needs can never be fulfilled could establish a good connection between the worker and the leaders. This is why to a leader, intelligence about emotion forms the vital aspect of managing the employees.

The study by San and O’Higgins (2013) found that integrating the leadership style with emotional management showed a high self-awareness score for both the employees and the administration. Also, the leaders scored high on the transformational leadership style, although the leissez-faire type has a considerably low score among the examined data. In favor of such documentation, this dissertation will work with existing scholarly work to find the research gap that hinders further exploration and, in a way, pave the further investigation of future and existing literature on the related topics.

Research question

The research on topics related to this has exploited the subject from a different angle of related gaps which are greatly attributed to the purposeful accomplishment of this scholarly work. However, there are three consistent gaps that, while researching, have been identified as the primary barrier to further exploration. These gaps include;

1. What is the association impact of the leadership’s emotional management and leadership style?
2. What are the driving factors of business management development?
3. Can leadership’s emotional management and style of administration be impactful in the prediction of the organization’s current and future performance?

Hypothesis

H1. The associated impact on the leadership’s emotional management and leadership style is that the type impacts varyingly in that not all result in success but rather in failure. This is because the style type, like transformational leadership, mainly relies on emotional skills to identify changes and needs. Moreover, this is limiting as conflict can arise during teamwork. Therefore, there is a need for a skill-controlled leader that can feel and understand the employee, and as a result, the leader prevents an escalation in severe cases, as Sistad (2020) explained.

H2. The driving factors of business management development in terms of success or failure entail the four leadership styles and the integration of emotional intelligence into their leadership skills. This has been empirically supported by the publication of Mishra (2021) and Setiawan et al. (2021), who found that through emotional intelligence, the leader can focus more on the emotional aspect of their selves and than that of those that are around them. In doing so, the employees’ performance is natured towards a positive outcome, which is a success for such a leadership style. This is why emotional intelligence and leadership style are combined as the driving factor of business management development. At the same time, some publications attribute business failure to the struggling issues of the management in emotional intelligence as it results in a toxic working environment that leads to low morale and high-stress level for the employees. Therefore, combining the two has a consequential impact on the output due to their impact on the organization’s overall culture regarding leadership’s emotional management. In contrast, the leadership style enables appropriate type application according to the existing situation.

H3. Leadership’s emotional management and leadership style can impact the prediction of the organization’s current and future performance in how the bond grows between the leader and the employee. Weinberger (2009) and Setiawan et al. (2021) explain that the role played by emotional management and the leadership style creates a conducive environment that motivates the employees to combine the effort for a better outcome collectively. Weinberger (2004) supports this by contending that the two combined can result in effective leadership, depicting a promised future of successful organizational development. More so, it is through emotional intelligence that the leadership style can be applicable in avoiding crisis that results in a consequential impact on both the future and the present performance. In layman’s understanding, positive performance in the future or present is depicted by the simple advancement that the leadership style and emotional intelligence can impact the leader-to-employee relationship.

Research objective

The main objective of this research is to join forces with existing publications to bring to light and propagate the existing finding on a topic related to this topic and exploit the current gap that hinders further exploration of the issues. In doing so, this publication with form a spotlight in the future exploration of the topic. Some of the Most vital existing publications that will form the backbone of this research will be based on work done by Weinberger (2009), Palmer (2001), Mayer and Salovey (2001), Sistad (2020), Mishra (2021), Setiawan et al. (2021) and Weinberger (2004). This will form the qualitative approach of the method used in the collection of assumptions and theories of other scholars, while the quantitative system with utilize the questionnaire data about the aspect that govern the exploitation of the topic, such as the style of leadership and the associated impact of the leadership’s emotional management.

Therefore, the research will be guided by a step to step in the exploration of the topics related to the research topic, like Emotional intelligence, the leadership style type, and their impact, and also the relation between emotional intelligence and the style of leadership in the determination of the organizational outcome.

Literature review

Several publications on leadership’s emotional management and leadership style agree that any enterprise’s organizational performance dramatically relies on them. This is because, as Weinberger (2004) explain is that they both check on one another effectiveness and existence; only one will cripple the effectiveness of the other. Some claims by given publication are that emotional management, commonly termed emotional intelligence, is vital to successful leadership. Moreover, successful leadership implies a positive environment for working and relationship building which are necessary for solid teamwork. And teamwork mandate for the achievement of a single and common goal among team members. Setiawan et al. (2021) further the understanding by urging that the illiteracy of the emotional intelligence of the leadership can result in a wrong utilization of the style of leadership which in the short term can result in a working environment that is discouraging and more of stress which significantly impacts on productivity and ultimate business failure. Cameron (2012) explains the matter of emotional intelligence as that which is widely spread what it means. This is because it encompasses social insight, emotional maturity, and social competence, if not skill. Thus, on the matter of emotional intelligence is that leadership has a lot to benefit from. However, the effectiveness of emotional intelligence is attributed by Weinberger (2004) that it has been transformed by the fact that it entails emotional maturity and practicality intelligence.

Emotional intelligence

The distinguishing aspect of emotional intelligence is that it conceptualizes leadership’s social, practical, and emotional traits, representing the complex constellations of capabilities vital for management. According to Cameron, the multiple forms entailed in intelligence are crucial in effective leadership and make adaptable leadership effective in a broader range of social and interpersonal situations. Further, Setiawan et al. (2021) explored the topic. They found that emotional intelligence through the combination of social, academic, and emotional intelligence has been a necessary predictor of leadership effectiveness in varying situations.

Leadership effectiveness

The work by Ramchunder and Martins (2014) explains that leadership effectiveness relies on the leader’s ability to persuade others to set aside their endeavor and time to pursue an ordinary and necessary goal for the welfare and responsibility of the group. Thus, being in leadership can be termed as a verbal or non-verbal communication process that encompasses motivating, coaching, directing, supporting, guiding, and inspiring others. Through leadership, one can mobilize and influence individuals with skills to complete tasks. On the other hand, Setiawan et al. (2021) explain that the effectiveness of any form of leadership is based on accomplishing objectives that can be recognized as actions from the cooperate and is determined by the influence. Nevertheless, the understanding of leadership requires the particular situation appliance.

Leadership effectiveness and Emotional management

In understanding the leader’s effectiveness concerning emotional intelligence, Ramchunder and Martins (2014) provide insight into the variation between leadership performance and emotional intelligence. Moreover, they explained that it is through emotional intelligence that a leader can be able to perceive, express emotions, appraise, and adaptively manage a business. This allows the management to have the ability to generate and access feeling at applicable instances where they can facilitate adaptable action and cognitive activities that play a vital role in the regulation of emotion in others and personal level. This is why the scholar discusses emotional intelligence as the ability to motivate and manage your and others’ emotions. This aspect of identifying the emotion enables the awareness of the surrounding emotions and feelings. According to Ramchunder and Martins (2014), this is effective in accurate emotion identification among the group and followers and differentiating between phony and honest emotional expression. Thus, Ramchunder and Martins conclude that all levels of effectiveness in an organization are promoted by effective leadership, and there is a need for relationship promotion between leadership and emotional intelligence. Additionally, Weinberger (2004) argues that the type of intelligence should coexist with, supplement, and clarify existing management models rather than replace them.

According to Weinberger (2004), effective leadership development should be recognized as a high priority for any organization. The connection between leadership skills and business results should be taken with great importance. In Weinberger’s publication, as the scholar seek to explore the gap in the relationship that exists between emotional intelligence and the style of leadership, it is found that there was more intelligence in managers who were rated with more effective leadership, although other publication contrast with this finding by stating that there is no defining significance on the relationship between the leadership style component and the emotional intelligence. What makes Weinberger’s assumption more weight than those of the contrasting scholars is that several publications based on the trait-based perspective of the leadership style were found to be related. This was due to the availability of little relationship identified between transformational leadership and emotional intelligence. However, what remained clear in these findings was that emotional intelligence had no predictive feature of the effectiveness of the administration, even with the intercorrelations and reliabilities of various leadership dimensions. However, with the increasing research on the relation, it is expected to change as available mixed results depict that emotional intelligence might contribute to the predictive aspect of the broad leadership experience. Weinberger (2009) explains that the model of emotional intelligence has limited data confirming its predictive validity in leadership effectiveness. The contribution aspect to understanding the management is only significantly associated with it.

Although several publications explore how emotional intelligence impact leadership Weinberger (2004) has been resourceful in the understanding of the leadership component with have an impact on the emotional aspect of the management, for instance, charismatic leadership, which is a form of the transformational leadership have its foundation if the managing of the emotions. This is why Weinberger perceives emotional intelligence and leadership effectiveness as warranted.

The leadership style of laissez-faire with emotional intelligence was limited and absent. This implied a lack of leadership tendencies. Weinberger (2004) explains that leissez-faire leadership is the no-leadership factor of the negation in that the absence and intervention in the management are prevented. This, however, has a consequential impact on the delay of feedback, involvement, and rewards. At the same time, the employee’s motivation could be higher, resulting in unsatisfied needs. The work of Ramchunder and Martins (2014) has formed a resourceful publication in understanding leadership’s transactional and transformational components. This is because they explain the three outcomes of leadership. As a result, they mentioned extra effort, satisfaction, and effectiveness. The satisfaction outcome is defined by Ramchunder and Martins (2014) as how a leader is satisfied, while the extra effort is the degree the leader is in enabling the employee’s full potential. Lastly, the effectiveness is based on leadership effectiveness, comprehended as fulfilling job-related requirements. However, based on Weinberger’s (2004) explanation, effective leadership is far more than satisfying the job requirement. This is because it also entails some essential elements like the collaborative development of the sense of objectives and goals, instilling knowledge in others, and appreciating their performance and behavior in the process. Weinberger contends that maintaining and generating excitement, confidence, and enthusiasm are incorporated when speaking of leadership effectiveness. Among others are decision-making flexibility and meaningful organizational identity. Weinberger (2004) defines emotional intelligence as the leader’s avenue for effective leadership.

Cameron (2012) and Youssef-Morgan and Luthans (2013) explain leadership as a concept modeled by several components determining effectiveness. They include a positive moral outlook, self-knowledge of the management, a social and personal identification of followers with the administration and the employee, and positive modeling of the employee’s behavior. More so, the empirical result of Weinberger (2004) depicted that extra effort, satisfaction, and effectiveness are positively correlated with contingent reward and transformational leadership.

Leadership theory

Youssef-Morgan and Luthans (2013) explain that the proposed multi-factorial leadership theory is conceptualized by the behavior of the management, which anticipate the basis of the three most vital factors in leadership, including transactional leadership, transformational leadership, and laissez-faire leadership. It is important to note that transformational leadership establishes the organization’s and employees’ future vision. This is why it is considered as the individual variation between the leadership and the provocative act of achieving the organization’s objective and goal (Youssef-Morgan & Luthans, 2013). Additionally, it makes leaders described as capable of motivating the employee to transcend to their endeavors, and in doing so, their behaviors are guided to achieve a collective goal. Thus, in this sense, transformational leadership represents transactional leadership by formulating the exchange of rewards contingently to the employee for desirable behaviors. Transformational leadership integrates some dominant factors in representing transactional leadership based on idealized influence, motivation inspiration, consideration on an individual level, and stimulation of intellect.

The laissez-faire leadership style is explained by Youssef-Morgan and Luthans (2013) as paradoxical in trait as it does not entail both the transformational and transactional qualities in management. This makes several publications consider it the leadership kind that is destructive and associated with the organizational stressor, as Youssef-Morgan and Luthans (2013) call it. According to Tabuena and Rajan (2021), transformational leadership influences the leader to shift their consciousness on what is essential and then be introduced to an outlook different from their typical environment, challenges, and themselves. This establishes it based on constructive striving to maximize the growth and creativity of employees and the organization, not just achieving mere success. Thus, the employee persuades their role to aim for better potential and solid ethics and morals.

On the other hand, Tabuena and Rajan (2021) explain that transactional leadership allows employees to work as independently from their colleagues as possible. Thus, allowing smooth shared tasks and negotiations. In doing so, the employee is affiliated with the organization and its vision at limited levels. Moreover, in most cases, the employees are rewarded for achieving a particular objective. The advantage of transactional leadership is that there is an effective measure of time, and the problem is only solved when it comes to light. Thus, deploying the proactive method as a contingent compensation and management-by-exception in the punitive style of passive and active.

Based on Weinberger’s (2004) exploration, transformational leadership is one of the leadership styles consisting of four factors: intellectual stimulation, charisma for idealizing attributes and behaviors, individualized consideration, and inspirational motivation. They are essential in the effectiveness of the management because they stimulate the questioning of the status quo and encourage them to explore the method and ways to improve them. For instance, intellectual stimulation seeks differing perspectives in problems solving the situation. Weinberger (2009) explains individual consideration as where the main focus is on every employee’s unique needs that enable them to work continuously to their full potential. Further, according to Weinberger’s (2004) explanation, charisma involves gaining trust, respect, and confidence in the leadership and transmitting a firm sense of the vision and mission of the employees’ desire. Lastly, the importance of purpose is strongly communicated through inspirational motivation.

Tabuena and Rajan’s (2021) publication forms the main backbone for exploring leadership theories. This is due to the in-depth exploration of the ideas that play a vital role in the product engagement of the employee for successful handling, thus contributing to better performance. This leadership theory is critical in improving career motivation, efficiency, and workforce retention. Good leadership can perform its role in the organization’s development through these ideas. Another vital cornerstone is the employee’s performance, where the leadership theories incorporated can enable analyzing factors that provide the basis for high performance.

Tabuena and Rajan explain the trait theory paradigm as the theory which does not rely on the birth nature of the leader but rather on the defining and distinguishing features that account for successful management. In view, only the sequence of traits of a good leader is exhibited. For instance, high levels of energy, hostility, appearance, superiority, persuasion, and self-confidence are among the most researched traits from the psychological and physical perspectives that several scholars have studied. Thus, the collection of the features can be observed as the supporting condition for candidates aspiring to be leaders. Therefore, as Tabuena and Rajan explain, the guaranteed applicants are mainly those with such defining traits in the vacancy situation. However, this is never valid because more research must support the validity nature of what Tabuena and Rajan state.

Several scholars have explained behavioral theory as leadership efficacy depends on individual behavior. However, based on Tabuena and Rajan’s explanation, behavioral theory majors on the effect and habit of interventions that are successful in scenarios of development among employees and satisfaction instead of traits that rely on individual behavior. Mayer and Salovey (2001) contend with the understanding of this theory by stating that the superiority of the analysis and philosophy of behavioral theory relies on the belief that the management should confront it in several ways. Also, interrelated facets of the situation must do the job under the leader’s command and the employee’s effort. Thus, every task should be referred to as a two-leadership reality. However, the leadership action can be evaluated by what leaders do to achieve accomplishment and the effort retention of the employees.

Several publications have explained the contingency approach, which clarifies the leadership types’ interaction on circumstance. However, according to Mayer and Salovey (2001) and Tabuena and Rajan (2021), a contingency theory is only valid if Blanchard’s heresies theories, fielders, and employees are integrated. Furthermore, approaches like the house and Evans’s view of the road and the alternative idea must be included. Moreover, the leadership grid should be summarized in terms of ideas as an extension that interests the management’s situational theory. This is because situational theory depicts that a leader has four main types of leadership and should depend on the relationship combination and product concerns. This is because the style depends on how ready the employees are. Telling, expressed as Tabuena and Rajan (2021) explain, is the type with high duties commitment and low regard for ties and individuals. The fielder’s contingency theory is vital in this theory as it forms an exception from other due to its exploration of several other factors that incorporate scenario that determines whether one leadership form is more successful than the other. This kind of theory starts with a level in which the leadership style is purposed for and adopts the principle of the leader’s style with the most appropriate scenario. This enables the establishment of the right match while organizing and diagnosing the organizational stands and leadership styles.

Consequently, the fielder’s contingency theory has been found to borrow several aspects of the path-goal theory, which Hersey and Blanchard never explore. This helps fielders’ contingency theory to comply with the road-goal principle, thus enabling leaders to improve on the supporter’s enthusiasm and lead by example in accomplishing the organizational and personal objectives. With the help of showing by action and incentive, the path-goal theory model impacts the Fiedler contingency theory; the leader can satisfy the desire of the subordinate staff. This is vital to this theory as it mandates modification by leaders on shifting circumstances which, when incorporated, is the path principle that highlights the leader should change their action to accommodate the prevailing case. Additionally, the path-goal theory emphasizes the directing, encouraging, participatory types and success-oriented, which make it favorable for the supreme effort that leaders should implement—allowing the leader to be constructive as they respect employees’ well-being and personal interests. To some extent, the leader is transparent, responsive, and welcoming to promote teamwork by respecting on an equal basis.

The autocratic leadership style contributes to all employees following the leader. This is because the leader enforces actions through incentives and all who perform what they are authorized to do. Some publication, like that of Tabuena and Rajan (2021), argues that this theory only works when the leader is just, considerable, and intelligent. It applies when the employees need to be supervised, managed, or coerced into the errands assigned to them. However, this theory’s dependence on the leader in the decision-making process is somehow limiting as it can have some aggressive measures. For instance, if the strategy utilized and implemented can impact the employee if it is mainly objected to the force and terror, negative leadership would be a manipulative and negatively impactful tactic. Tabuena and Rajan (2021) explain autocratic leadership as impactful on morality on downward steps. This is because the employee could contribute to actions that are few and only beneficial to them. At the same time, the leaders might utilize their position in directly commanding employees who are less deprived and dedicated to the leadership duty of autocracy, thus being short-lived in most cases.

Another type of leadership style that Tabuena and Rajan (2021) explain is the democratic style of leadership, where the decision is made by the leader together with the collaborative model of leadership. In this leadership style, the authority is autonomous, and a free flow of information is facilitated. With the employee taking a vote on their own, the leader monitors the environment overall. Thus, making democratic ruling a participatory and supportive take (Tabuena & Rajan, 2021). Mishra (2021) and Setiawan et al. (2021) contend that the leader in a democratic style of leadership consult and allow subordinates to engage in the decision and the action plan while accepting the community that critiques and heads the idea. In other words, the leadership should entail specific behavior while expecting the reaction from the group prior to the adoption of the decision. Mishra (2021) argues that this leadership style motivates and inspires employees to oblige and participate. This is an integration of participatory leadership where the leader considers more the experience and strength of the employee that is resourceful during the decision-making process. However, Setiawan et al. (2021) associate the democratic leadership style as that, which is related to slow decision-making, limited transparency, and concessions, with the potential, that it is intended to appease all, if not the ideal decision, to the general organization.

Therefore, the alteration of leadership could affect the perception through innovation inspiration through confidence, transparency, and excitement. However, types like transactional leadership will allow the acceptability of innovation through compensation and enhancement. Contrary to the combination of both transformational and transactional leadership, favors that result increase. This is because they are leadership patterns that all leaders integrate into the varying scenarios (Tabuena & Rajan, 2021).

Methodology

The methodological approach this research will apply will be based on the mixed method approach Tabuena, and Rajan (2021) perceives as the hybrid technique. This is due to the number of benefits the system will have to our research and also has limited demerits that ensure our research finding is reliable and accurate. Among the strategies it entails is combining the qualitative and quantitative approaches in its evaluation. Tashakkori and Creswell (2007) explain this approach as a methodological choice that evolves and develops by combining the two systems that make research creative and expansive. The associated benefit of this approach is that it focuses on collecting, analyzing, and integrating qualitative and quantitative data into a single study, leading to a better understanding of the studied research problem. Utilizing mixed method in today’s research is impactful for the complexity of the problem learned that need to be addressed, giving rise to interest in the qualitative approach and the practical need to gather multiple forms of data from diverse audiences. Some of the defining traits of the mixed method are that the analysis is of both quantitative and qualitative approach, it relies on the collection of both open and closed-ended data that are related to the research gap, it is persuasive and rigorous in the procedure for the two approaches which are combined by merging, connecting and embedding, it involves a sequential and concurrent integration thus allowing philosophical foundation. This hybrid technique is essential for enhancing the reliability and validity of the outcome. The analysis framework used in this research relied on the applied research approach. This comparative study best describes current problems related to the leader’s emotional management and leadership style. Through the hybrid technique, the research utilized the questionnaire and research interview survey in the data collected from the volunteers from the public.

Data collection process

In total, 20 organizations were allowed in the data collection process. In every firm, the participants were expected to fill out the provided questionnaire and attend the interview to validate the filled questionnaire. Both the leader and the employees in these firms were allowed to participate in the data collection process, which was generally voluntary. Data collection tools form the most critical step in the research for attaining the expected objective the instruments used were the interview and questionnaire for the respondents and the semi-structured interview with the leader and employed on topics like emotional intelligence and leadership style. One of the benefits of the questionnaire is that they are accurate as the respondent has privacy. Thus, they talked out of the experience while the interview and was resourceful in validating the participant response according to their gestures while responding to the discussion.

Sampling and techniques

Sampling is a methodology that allows assessing the parameters and attributes of the studied concept in identifying the required samples. The evaluation stratified the method approved by the higher board of researchers. The report involved the researcher in the model while providing equal opportunities for the respondent to be chosen later. Then the test was carried out based on the non-probability and the likelihood samples through the below sampling procedure.

Questionnaire

The primary evaluation was on leadership’s emotional management and style in determining the organizational outcome. The questionnaire was formulated to contain these two terms in the data collected from the respondent (The format is in the appendices). The questionnaire was structured for four vital uses: gathering the necessary data, comparing the rendered data, analyzing the modifiable prejudices elimination in question formulation, and making varied and appealing questions. The questions were easy to read and required rating responses based on a scale of 1 – 10. This questionnaire needed to gather vast amounts of data from several individuals and then use software like the S.P.S.S. The data is accurately and rapidly bundled for measuring the findings. The analysis software was resourceful in performing the regression analysis on the studied subjects (Tabuena & Rajan, 2021).

Data analysis

Data interpretation forms the backbone of the findings, but the steps that come before are data processing, evaluation, and analysis. The result was mainly analyzed according to the quantitative approach where the S.P.S.S. software was integrated to study the collected data from the participants. This was vital for the research as the regression analysis through a linear system will enable information based on the coefficients, p-value standard errors, and the goodness-of-fit of the data. Thus, allowing the interpretation of the data to validate where leadership’s emotional management and leadership style contribute to the organizational performance.

Results

Leadership’s emotional management and performance

The first part will present the result of the organizations that took part in the performance increase against the average of business planning, people engagement, organization and relationship, people support and development, Measurement and Review, and learning.

The below mode is a summary table of the relationship between the independent and the dependent variable among the various entities that have been used. R constituted 39.2 percent of the studied entities participating in the performance contribution. This implies that there exist instances where some leadership styles did actively participate in improving organizational performance. R-square tends to depict the strength of the entity’s relationship where roughly 15.4 percent of the data was related, including the Measurement, Review, and learning average, organization and association average, people support and development average, people engagement average, and business planning average. However, even with such an assumption, the standard error estimation is high, indicating that the relationship percentage could be increased.

The summary statistics for each variable are shown below. Emotional leadership management had a mean of 5.209 on performance, resulting in 47.6 on business planning, 45.87 on people’s engagement, 47.62 on organization and relationship, 66.03 on development, and 50.3 on measure, Review, and learning.

The correlation table below proves a minor association between the organization’s performance against that of the selected entities of emotional intelligence. This is a minute association because the Pearson correlation has a value more excellent than zero, showing some sense of dependency between the studied entities. In this scenario, the relation between the performance and arrangement of people has a more excellent value of relevance than other selected entities of emotional intelligence. This is proven by the fact that all matters of the 1-tailed are more significant than one, and as Tabuena and Rajan (2021) support that since the value is more distributed to the one side of the value greater than zero, then the hypothesis formulated can be relied upon and neglect the fact the null hypothesis exist. It is clear from the record that most of the values in the one-tailed section are averagely the same, proving the research hypothesis.

Within the regression model of this research, the ANOVA table presents the information concerning the variability level to form the basis of testing and validating value significance. It is essential in the predictive aspect of the studied data (Tabuena & Rajan, 2021). The significance level in the identified data is high, with a summing value of 0.791 in the model of residual regression total.

Leadership style and performance

The second test was done on the leadership style against performance, where the four leadership styles were taken as the independent variable while organization performance was the dependent variable. Through the regression analysis, the result is shown below.

The above model is a summary table of the relationship between the independent and the dependent variable among the various entities that have been used. R constitutes 41.9 percent of the studied entities participating in the performance contribution. This implies that there exist instances where some leadership styles did actively participate in improving organizational performance. R-square tends to depict the strength of the entity’s relationship where roughly 17 percent of the data was related, including transformational, transactional autocratic, and democracy. However, even with such an assumption, the standard error estimation is high, indicating that the relationship percentage could be increased.

The Pearson correlation depicts the varying level of relationship between the independent and dependent variables. In the above diagram, only the democratic leadership style is observed to have some connection with the organization’s performance. All the others have negative value correlations that manifest a lack of relation. This is contradicted by the fact that all values of the 1-tailed are more significant than zero values to every given entity. Therefore the weight is more distributed to the one side of the value greater than zero. The formulated hypothesis can be relied upon and neglect that the null hypothesis exists (Tabuena & Rajan, 2021). It contradicts the Pearson correlation by stating that transformational has the most significant value at 46 percent, followed by transactional leadership style autocratic at 26 percent, and lastly, democratic with 16 percent. This allows room for suggesting that the record with the most value in the one-tailed section matter all the same, proving the research hypothesis.

The summary statistics for each variable are shown below using the descriptive chart provided by the software. The leadership style had a mean of 4.2 for transformational style on the performance, which resulted in 4.9 for transactional style, 4.9 for autocratic, and 4.5 for democracy that impacted the performance relationship of the studied organization.

Further, the regression model through the ANOVA table presents the information concerning the variability level to form the basis of testing and validating value significance. Anova table is essential in the predictive aspect of the studied related data (Tabuena & Rajan, 2021). The significance level in the identified data is high, with a summing value of 0.57 in the model of residual regression total. With a weight of .74 on the significance F, the data can be stated to have a high p-value indicating a strong relationship between the studied Variables.

While referring to the above regression analysis on emotional intelligence and leadership style shows a direct relationship between the independent and dependent Variables. This was validated by the high significance and less error of .57, implying a correlation between the independent variables.

Upon evaluation and analysis of the finding, leadership style varied considerably in the organization’s performance. The regression analysis showed that R-square tends to depict the strength of the entity’s relationship where roughly 15.4 percent of the data was related, including the Measurement, Review and learning average, organization and relationship average, people support and development average, people engagement ordinary, and business planning average. This is proven by the level of significance in the identified data is found to be high with a summing value of 0.791 in the model of residual regression total. However, even with such an assumption, the standard error estimation is high, indicating that the relationship percentage could be increased. The emotional leadership management had a mean of 5.209 on performance, which resulted in .476 on business planning, .4587 on people’s engagement, .4762 on organization and relationship, .6603 on development, and .53 on measure, Review, and learning.

Further, the evaluation showed that R constitutes 41.9 percent of the studied entities that took part in the performance contribution, implying that there are instances where some leadership styles actively participated in improving organizational performance. R-square tends to depict the strength of the entity’s relationship where roughly 17 percent of the data was related, including transformational, transactional autocratic, and democracy. However, even with such an assumption, the standard error estimation is high, indicating that the relationship percentage could be increased. The Pearson correlation defines the varying relation level between the independent and dependent variables. In the above diagram, only the democratic leadership style is observed to have some relationship with the organization’s performance. However, Pearson’s correlation is contradicted by stating transformational has the most significant value at 46 percent, followed by transactional leadership style autocratic at 26 percent, and lastly, democratic with 16 percent. This allows room for suggesting that the record with the most value in the one-tailed section matter all the same, proving the research hypothesis. Therefore, the leadership style had a mean of 4.2 for transformational style on the performance, which resulted in 4.9 for transactional style, 4.9 for autocratic, and 4.5 for democracy that impacted the performance relationship of the studied organization. This is with the level of significance in the identified data is found to be high, with a summing value of 0.57 in the model of residual regression total. With a weight of .74 on the significance F, the data has a high p-value indicating a strong relationship between the studied Variables. Thus, the validity of the increased significance and with less error of .57 implies a correlation between the independent variables.

Discussion

This research study aimed to gain a better understanding of the research topic by exploiting the identified research gap and further collaborating with existing publications in using the topic in an in-depth manner. The overall result of this research supports the proposition that leadership’s emotional management and leadership style determine the success or failure of a business development manager.

In the study, it was taken that emotional management was correlated with leadership effectiveness, just as in the work of Weinberger (2009). This hypothesis was confirmed by the regression analysis performed on the available data to find that emotional management is positively correlated with leadership effectiveness contributing to organizational performance. Based on Weinberger (2009), corporate performance dramatically relies on the leader’s dynamic management. Moreover, the most vital entities used in this research that impact the emotional control of the leader included Measurement, Review and learning average, Organization and Relationship average, People support and Development average, People engagement average, and Business planning average. The data outlined that people’s engagement and support by the leader were some of the influential leaderships that depicted high emotional intelligence of the leader, which Mishra (2021) explains could allow the employee to raise their dynamic management, which potentially led to good performance in the organization level. Mishra furthers the understanding by explaining that managing one emotion subscale to a significant level has a practical outcome on the leadership subscale. This empirically supports the effectiveness of leaders who may have its root in emotional management.

According to the research finding, the leadership style had a mean of 4.2 for transformational style on the performance, which resulted in 4.9 for transactional style, 4.9 on autocratic, and 4.5 on democracy that impacted the performance relationship of the studied organization. Setiawan (2021) supports this finding by explaining that the manager form of leadership is the most vital one. In a transformational style of leading, the success of the employee is high. This is because the monitoring done by the employee encouraged others to revisit old issues, enabling the employees to gain value through the occupation. This is vital for an organization’s success as the employees are inspired by the workforce, showcasing successful results. Setiawan further contends that the democratic model entails higher relation with the outcome because most of the respondents validate the style, which makes employees more people-oriented, thus resulting in more excellent contact in the organization. Mishra (2021) adds that democratic leadership allows workers to express their position as leaders to their leaders and co-workers. This provides a convenient atmosphere for delegating duties and control where the management often interacted efficiently and regularly with their employees.

According to Weinberger (2009), leadership styles vary from organization to organization and culture to culture. As a result, the leadership style should be based on the leaders themselves. Weinberger battles that this authority style is separated into four, where the first is named participative administration or initiative that is popularity based. The second type of leadership is autocratic. Laissez-faire, the free-rein leadership style by most academics, is the third type.

In conclusion, it is the paternalistic style of authority. According to the scholar, paternalistic leadership was predominant. This is because it enables the leader to act like the parent when implementing the leadership style. Through this ability, the leader makes the employees happy, creating a realistic working environment that brings together different efforts. On the other hand, Mishra (2021) believes that the leadership style is one that, when applied appropriately, can effectively address the difficulties that an employee might be confronting. This is because leadership style can motivate and influence employees. When combined with leadership abilities, this can assist in directing workers and fostering a sense of self-assurance with long-term advantages like optimism and job satisfaction, which can significantly boost employees’ hope. As a result, the worker brings the best skills from all employees to help achieve the common objectives. Therefore, an effective leadership style enhances emotional intelligence, which allows workers and employees to comprehend the feelings and emotions of the leader.

Tabuena and Rajan (2021) explain that the autocratic leadership style is associated with organizational success due to its contribution to all employees by the leader. The leader enforces actions through incentives and all who perform what they are authorized to do. Some publication, like that of Tabuena and Rajan (2021), argues that this theory only works when the leader is just, considerable, and intelligent. It applies when the employees need to be supervised, managed, or coerced into the errands assigned to them. However, this theory’s dependence on the leader in the decision-making process is somehow limiting as it can have some aggressive measures. For instance, if the strategy utilized and implemented can impact the employee if it is mainly objected to the force and terror, negative leadership would be a manipulative and negatively impactful tactic. As explained by Tabuena and Rajan (2021), Autocratic leadership impacts the morality of downward steps. Thus, the employee could contribute to actions that are few and only beneficial to them. At the same time, the leaders might utilize their position in directly commanding employees who are less deprived and dedicated to the leadership duty of autocracy, thus being short-lived in most cases.

Conclusion and recommendations

The purpose of this extensive research was to investigate the emotional leadership management and leadership style in determining the success or failure of the organization. This was guided by the three vital questions identified as having a subsequential barrier to further exploring the topic. The guiding objective was to join forces with existing publications to bring to light and propagate the existing finding on an issue related to this topic and exploit the current gap that hinders further exploration of the problems. In doing so, this publication with form a spotlight in the future exploration of the topic. Additionally, the methodological approach used was a mixed method approach which allowed the use of a hybrid approach entailing the qualitative and quantitative approach. This allows the qualitative approach of the method used in collecting assumptions and theories of other scholars. At the same time, the quantitative system utilizes the questionnaire data about the aspect that govern the exploitation of the topic, such as the style of leadership and the associated impact of the leadership’s emotional management.

The publication by Setiawan (2021), Mishra (2021), and Tabuena and Rajan (2021) formed a vital part in support of these research findings. For instance, this research hypothesized that the associated impact on the leadership’s emotional management and the leadership style is that the type impacts varyingly in that not all result in success but rather in failure. This has been validated by the date as the value below depicts the emotional leadership management had a mean of 5.209 on performance, which resulted in 47.6 for business planning, 45.87 on people’s engagement, 47.62 on organization and relationship, 66.03 on development and 50.3 on measure, Review, and learning. At the same time, the leadership style had a mean of 4.2 for transformational style on the performance, which resulted in 4.9 for transactional style, 4.9 for autocratic, and 4.5 for democracy that impacted the performance relationship of the studied organization.

The driving factors of business management development in terms of success or failure entail the four leadership styles and the integration of emotional intelligence into their leadership skills. This was validated by the fact that the significance level in the identified data is high, with a summing value of 0.57 in the model of residual regression total. With a weight of .74 on the significance F the data can be stated to have a high p-value that indicates that a strong relationship exists between the studied variable with transformational style observed to be the most impactful on the organizational outcome.

Leadership’s emotional management and leadership style can impact the prediction of the organization’s current and future performance in how the bond grows between the leader and the employee. The level of variability forms the basis of testing and validating value significance. It is essential in the predictive aspect of the studied data (Tabuena & Rajan, 2021). The level of importance in the identified data is high, with a summing value of 0.791 in the model of residual regression total; hence they are valid in predicting future performance.

Based on Weinberger (2009), organizational performance dramatically relies on the leader’s emotional management. Moreover, the most vital entities used in this research that impact the dynamic leadership of the leader included Measurement, Review and learning average, Organization and Relationship average, People support and Development average, People engagement average, and Business planning average. The data outlined that people’s engagement and support by the leader were some of the influential leaderships that depicted high emotional intelligence of the leader, which could allow the employee to raise their emotional management, which potentially led to a good performance at the organizational level (Mishra, 2021). Mishra furthers the understanding by explaining that managing one emotion subscale to a significant level has effective outcomes on the leadership subscale. This empirically supports the effectiveness of leaders who may have its root in emotional management.

Setiawan (2021) supports this finding by explaining that the manager form of leadership is the most vital one. In a transformational style of leading, the success of the employee is high. This is because the monitoring done by the employee encouraged others to revisit old issues, enabling the employees to gain value through the occupation. This is vital for an organization’s success as the employees are inspired by the workforce, showcasing successful results. Setiawan further contends that the democratic model entails higher relation with the outcome because most of the respondents validate the style, which makes employees more people-oriented, thus resulting in more excellent contact in the organization. Democratic leadership allows workers to express their position as leaders to their leaders and co-workers. This provides a convenient atmosphere for delegating duties and control where the management often interacts efficiently and regularly with their employees (Mishra, 2021).

The autocratic leadership style contributes to all employees by the leader. The leader enforces actions through incentives and all who perform what they are authorized to do. This form of theory only works when the leader is just, considerable, and intelligent. It applies when the employees need to be supervised, managed, or coerced into the errands assigned to them. However, this theory’s dependence on the leader in the decision-making process is somehow limiting as it can have some aggressive measures. Autocratic leadership impacts morality on downward steps, and the employee could contribute to actions that are few and only beneficial to them. At the same time, the leaders might utilize their position in directly commanding employees who are less deprived and dedicated to the leadership duty of autocracy, thus being short-lived in most cases (Tabuena & Rajan, 2021).

Recommendation

Based on these research findings, some recommendations are that future studies should target improving the research study by including a larger sample collectively representing any organization in that the research should have a collaborative study instead of only focusing on a single organization (Setiawan, 2021).

More focus should be on the study that could use entities like race, gender, and religion in the participation of leadership effectiveness in determining performance (Mishra, 2021).

There should be more focus on the inferential evaluation methods, like the structured equation of determining the cause-and-effect association (Sistad, 2020). According to Sistad (2020), the transactional leadership style is related to the organization’s success. Employees are encouraged and acknowledged to meet the organization’s goal by being advised on what to do when they wish to be identified in their operations.

References

Blanch, J., Gil, F., Antino, M. and Rodríguez-Muñoz, A., 2016. Positive leadership models: Theoretical framework and research. Psychologist Papers, 37(3), pp.170-176.

Cameron, K., (2012). Positive leadership: Strategies for extraordinary performance. Berrett-Koehler Publishers.

Cameron, K., (2013). Practicing positive leadership: Tools and techniques that create extraordinary results. Berrett-Koehler Publishers.

Chih-Pei, H.U. and Chang, Y.Y., 2017. John W. Creswell, research design: Qualitative, quantitative, and mixed methods approaches. Journal of Social and Administrative Sciences, 4(2), pp.205–207.

Creswell, J.W., 1999. Mixed-method research: Introduction and application. In Handbook of educational policy (pp. 455-472). Academic Press.

Lussier, R.N. and Halabi, C.E., 2010. A three‐country comparison of the business success versus failure prediction model. Journal of Small Business Management, 48(3), pp.360-377.

Margerison, C., 1982. How to avoid failure and gain success in management development. Journal of Management Development, 1(3), pp.3-19.

Mayer, D.R.C.J.D. and Salovey, P., (2001). Emotional intelligence and emotional leadership. In Multiple intelligences and leadership (pp. 69–89). Psychology Press.

Mishra, A. (2021). Do Organizations Need Emotionally Intelligent Leadership in the Workplace? In Leadership-New Insights. IntechOpen.

Palmer, B., Walls, M., Burgess, Z. and Stough, C., (2001). Emotional intelligence and effective leadership. Leadership & Organization development journal.

Ramchunder, Y. and Martins, N., 2014. Self-efficacy, emotional intelligence, and leadership style are attributes of leadership effectiveness. S.A. Journal of Industrial Psychology, 40(1), pp.1-11.

San Lam, C. and O’Higgins, E., 2013. Emotional Intelligence and Leadership Styles in China. Asia Pacific Management Review, 18(4).

Setiawan, R., Cavaliere, L.P.L., Navarro, E.R., Wisetsri, W., Jirayus, P., Chauhan, S., Tabuena, A.C. and Rajan, R., 2021. The Impact of Leadership Styles on Employees Productivity in Organizations: A Comparative Study Among Leadership Styles. Productivity Management, 26(1), pp.382-404.

Sistad, L. (2020). Emotional Intelligence and Leadership. Which impact does emotional intelligence have on leadership? Universität Regensburg, Faculty of Human Sciences, pp.1–25.

Tashakkori, A. and Creswell, J.W., 2007. The new era of mixed methods. Journal of mixed methods research, 1(1), pp.3-7.

Van Genderen, E., 2012. Relationship between emotional intelligence and leadership style: A comparative-gender study. Revista de Management Comparat Internațional, 13(2), pp.224-236.

Weinberger, L.A., 2004. An examination of the relationship between emotional intelligence and leadership style. Online Submission.

Weinberger, L.A., 2009. Emotional intelligence, leadership style, and perceived leadership effectiveness. Advances in developing human resources, 11(6), pp.747-772.

Weinberger, L.A., 2009. Emotional intelligence, leadership style, and perceived leadership effectiveness. Advances in developing human resources, 11(6), pp.747-772.

Youssef-Morgan, C.M. and Luthans, F., 2013. Positive leadership: Meaning and application across cultures.

Appendices

Appendix 1

Questionnaire for management

Questionnaire on leadership style