Although most researchers have argued that a leader’s Emotional Intelligence (EI) capability positively influences Organizational Learning (OL), this relationship has only been studied at surface level. Consequently, there is no clear mechanism explaining how leaders facilitate various sub-processes of learning at the individual, team, and organizational levels. In this study, we operationalize Goleman’s (1998) mixed model of EI and 4I framework of learning proposed by Crossan et al. (1999) to shed further light on this connection. Our study follows a deductive approach, where a conceptual model is first developed through a conceptual literature review and then empirically tested using correlation analysis. Short versions of the Emotional Competency Inventory (ECI V.2) and Strategic Learning Assessment Map (SLAM) survey tool have been utilized to measure leader’s EI and OL, respectively. This study makes significant contributions to scholarly research surrounding EI and OL as well as practice based application of leadership development and employee learning interventions, with a special relevance for learning organizations.
Human Resource Development (MS)
Kaur, Navjot, "Role of Leader’s Emotional Intelligence in Organizational Learning: A Quantitative Analysis" (2020). Thesis. Rochester Institute of Technology. Accessed from
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