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HR Professional's Perceived Leaders' Emotional Intelligence Impact on Organizational Innovation.

Record Type:	Electronic resources : Monograph/item
Title/Author:	HR Professional's Perceived Leaders' Emotional Intelligence Impact on Organizational Innovation./
Author:	Lawal, Sekinat A.
Description:	1 online resource (109 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 81-10, Section: A.
Contained By:	Dissertations Abstracts International81-10A.
Subject:	Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=27744031click for full text (PQDT)
ISBN:	9781658478557

HR Professional's Perceived Leaders' Emotional Intelligence Impact on Organizational Innovation.
Lawal, Sekinat A.

HR Professional's Perceived Leaders' Emotional Intelligence Impact on Organizational Innovation. - 1 online resource (109 pages)

Source: Dissertations Abstracts International, Volume: 81-10, Section: A.

Thesis (D.M.)--University of Phoenix, 2020.

Includes bibliographical references

This narrative inquiry study explored the perceptions of HR professionals on emotionally intelligent leaders' impact on organizational innovation. The purpose of the study was to examine which EIattributes (motivation, empathy, social skills, self-awareness, and self-regulation) HR professionals perceive to be important qualities in leaders when driving organizational changes towards innovation. EI, leadership and organizational innovation were the three study constructs. Ten HR professionals working in Illinois, Missouri, and Washington D.C constituted the study population. Convenience sampling was used for participant interest via LinkedIn. The specific problem is organizational innovation declines when HR professionals interact with emotionally unintelligent leaders. The study explored one central research question and five supporting questions. The research instrument contained four demographic questions with 15 open ended interview questions including the researcher as an instrument. Structured and unstructured interview methods wereimplemented. Interviews were recorded using a voice recorder. Collected data was transcribed using NVivo 12. Three new study findings emerged as themes. Leader motivation and leader empathy were found to be EI attributes in leaders contributing to employees' advancements. Higher performing employees emerged as a theme towards creative ideas and organizational innovation. Leader self-awareness and self-regulation were found to be EI attributes in leaders implementing organizational changes while keeping employees focused. Emerged themes from leader social skills showed employees perceive this attribute to impact organizational innovation, through encouraging creative work environments. Revelations from this study showed that leader motivation, leader empathy, leader social skills, leader self-awareness and leader self-regulation all impact organizational innovation.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2023

Mode of access: World Wide Web

ISBN: 9781658478557Subjects--Topical Terms:

516664
Management.
Subjects--Index Terms:

Emotional IntelligenceIndex Terms--Genre/Form:

542853
Electronic books.

HR Professional's Perceived Leaders' Emotional Intelligence Impact on Organizational Innovation.
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504 $a Includes bibliographical references
520 $a This narrative inquiry study explored the perceptions of HR professionals on emotionally intelligent leaders' impact on organizational innovation. The purpose of the study was to examine which EIattributes (motivation, empathy, social skills, self-awareness, and self-regulation) HR professionals perceive to be important qualities in leaders when driving organizational changes towards innovation. EI, leadership and organizational innovation were the three study constructs. Ten HR professionals working in Illinois, Missouri, and Washington D.C constituted the study population. Convenience sampling was used for participant interest via LinkedIn. The specific problem is organizational innovation declines when HR professionals interact with emotionally unintelligent leaders. The study explored one central research question and five supporting questions. The research instrument contained four demographic questions with 15 open ended interview questions including the researcher as an instrument. Structured and unstructured interview methods wereimplemented. Interviews were recorded using a voice recorder. Collected data was transcribed using NVivo 12. Three new study findings emerged as themes. Leader motivation and leader empathy were found to be EI attributes in leaders contributing to employees' advancements. Higher performing employees emerged as a theme towards creative ideas and organizational innovation. Leader self-awareness and self-regulation were found to be EI attributes in leaders implementing organizational changes while keeping employees focused. Emerged themes from leader social skills showed employees perceive this attribute to impact organizational innovation, through encouraging creative work environments. Revelations from this study showed that leader motivation, leader empathy, leader social skills, leader self-awareness and leader self-regulation all impact organizational innovation.
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653 $a Human Resources
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