Emotional Intelligence As A Conduit For Effective Business Leadership In A Volatile Uncertain Complex And Ambiguous (Vuca) Environment

Abstract

Emotions are woven into every interaction because they influence how one reacts to challenges and opportunities. They determine whether one collaborates to resolve conflict. As one moves through days, emotions play a role in the amount of effort one demonstrates, what behaviours one display, psychological health and moods. Although most researchers have argued that a leader‘s emotional intelligence (EI) capability positively influences business performance, this relationship has been studied only at the surface level and not in highly volatile, uncertain, complex and ambiguous (VUCA) environments. In this study, Goleman‘s (1998) mixed model of EI and 4I conceptual link between self-awareness, self-management, social awareness, relationship management competencies of leaders‘ emotional intelligence and learning sub-processes of intuition, interpretation, integration and institutionalisation has been examined. The researchers utilised an integrative literature review as the suitable research methodology. This was made necessary because of the lack of studies (both conceptual and empirical) on the role of the leader‘s EI and business performance. By conducting a comprehensive search around individual topics of leadership, EI and business performance, the study revealed the missing link between a leader‘s EI and business performance. It was, therefore, concluded that when it comes to the workplace and especially business, the leader's EI is crucial, and managers and executives are often held responsible for successes and failures.