Leaders' Emotional Intelligence: Implications for Innovative Work Behaviour of Academic Staff in Technical Institutions in Kenya
Main Article Content
Keywords
Emotional intelligence, innovative work behaviour, Social exchange theory
Abstract
The dynamics of change in the global landscape including the emergence of the corona virus have changed leadership direction and the antecedents of innovative behaviour. The purpose of this study was to establishing the effects of self-awareness, social-awareness, self-management and relationship-management on innovative work behaviour of academic staff in technical and vocational training institutions in Kenya. The study was anchored on the social-exchange theory. It considered a cross-sectional research design in its investigation. The study findings showed a positive relationship between emotional intelligence and innovative work behaviour (β=0.554, p<0.001). The findings imply that individuals who possess a deep understanding of their own emotions, strengths and weaknesses are better equipped to channel their innovativeness more effectively. Team collaboration leverages diverse talents which enhances their capacity to generate and implement innovative approaches. The outcomes influence leaders to formulate strategic policies that integrate leaders' emotional intelligence. This research expounds on the notion of reciprocity in the social exchange theory by establishing that the four dimensions of emotional intelligence enhance employee creativity as a way of reciprocating the organization through their leader’s emotional intelligence. This study has both empirical and theoretical value showing a direct relationship between the four dimensions of emotional intelligence and innovative work behaviour of academic staff in technical institutions in Kenya. It also expands the application of social exchange theory in the manner in which emotional intelligence influences innovativeness.
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