The Role of Leadership Styles in Emotional Intelligence - Collaboration Satisfaction Perspectives from Emotional Intelligence

Running! head:! BUSINESS! PROJECT! MANAGEMENT
The Mediating Role of Leadership Styles in the Relationship between Emotional Intelligence
and Collaboration Satisfaction – Perspectives from Emotional Intelligence
Name of the Student
Name of the University
Author note

1BUSINESS PROJECT MANAGEMENT
Table of Contents
Chapter 1: Introduction..............................................................................................................3
1.1 Background......................................................................................................................3
1.2 Objectives.........................................................................................................................4
Chapter 2: Supportive Evidence.................................................................................................5
2.1 Introduction......................................................................................................................5
2.2 Theories Emotional Intelligence......................................................................................6
2.3 Role of Leadership in emotional intelligence..................................................................7
2.4 Role of leadership in Collaboration Satisfaction.............................................................8
2.6 Leadership as mediator..................................................................................................10
Chapter 3: Study of Gantt chart...............................................................................................10
3.1 Introduction:...................................................................................................................10
3.2 Planning of the study......................................................................................................11
3.3 Reviewing the supportive evidences..............................................................................11
3.4 Executing primary research............................................................................................12
3.5 Analysing the collected data...........................................................................................13
3.6 Finalising the project......................................................................................................14
Chapter 4: Contribution............................................................................................................14
4.2 Thematic Analysis..........................................................................................................14
Chapter 5: Concluding Remarks..............................................................................................24
5.1 Conclusion......................................................................................................................24

2BUSINESS PROJECT MANAGEMENT
5.2 Evaluation......................................................................................................................25
References................................................................................................................................26
Appendices:................................................................................................................................0
Appendix 1: A3 Map..............................................................................................................0
Appendix 2: Transcript 1.......................................................................................................0
Appendix 3: Transcript 2.......................................................................................................1
Appendix 4: Transcript 3.......................................................................................................2

3BUSINESS PROJECT MANAGEMENT
Chapter 1: Introduction
1.1 Background
In any organisational or institutional operation where the processes are highly
dependent on the coordination and interactive working of multiple groups of the workforce,
the leadership has a major role to control and coordinate the team members. In this situation,
it has been also proven that a leader with strong analytical skills can coordinate and control
the team members better than other leaders who do not have that skill. However, sometimes
very intelligent leaders could fail as well. In accordance with the results in Føllesdal and
Hagtvet (2013), it can be said that most of the time these failures occur because of the
troubles that arise during the developing the operational relationship between the team
members with the higher authority or clients. Therefore, there are more such pieces of
evidence that can prove that in today’s business environment only intellect would not help
leaders to perform great leadership. Here comes the concept of emotional leaders and the
concept of team member satisfaction that are highly interrelated by the ability of a leader to
handle himself of herself as well as to handle the other team members (Rezvani et al. 2016).
Hence, it is very important to find the strategies about how a leader with vision and passion
can achieve a strong team performance by injecting enthusiasm and energy within each of the
team members through guidance, motivation, inspiration, listening, persuading, where
dealing with the emotion is the crucial part of the a successful leadership.
This project is a non-experimental study on leadership style as per the request of the
client The Barbados Community College. The Barbados Community College is located at
'Eyrie', Howells Cross Road, St. Michael, Barbados. As per the last meeting, the client needs
a study to explore the strategic activities needed in effective leadership to act as a mediator
between emotional intelligence and collaboration satisfaction. These are the client

4BUSINESS PROJECT MANAGEMENT
requirements as conveyed by the representatives from Barbados Community College a
Tertiary Level Educational Institution:
• Enhance the understanding of the role of leadership as a mediator
• Increase the potentiality of using Emotional Intelligence in Leadership
• Identify the Relationship between Emotional Intelligence and Collaboration
Satisfaction
• Recommending the strategies to enhance workforce efficiency and sustainability
1.2 Objectives
The purpose of this project is to deliver the appropriate solution to the client. As per
the client’s requirements, it has been found that in-depth study on leadership strategies and
emotional intelligence could lead to final desired implications. Hence the aims of these
projects are to examine the theoretical perspectives of Emotional Intelligence and
Collaboration Satisfaction, to understand the role of leadership as a mediator in an
organisational environment, to examine the current deficiency of leadership styles in real
organizations and to recommend appropriate strategies for mediatory leadership.
According to the above-mentioned aims, the objectives of this project are subdivided
into three major divisions’ namely Functional Requirement, Structural Requirement, and
Resource Requirement. Accordingly, the objectives of this project are followings:
Objective 1: Functional requirement
• Critical analysis of leadership in emotional intelligence and collaboration
satisfaction

5BUSINESS PROJECT MANAGEMENT
• Recommending the appropriate leadership style for mediating the emotional
intelligence and collaboration satisfaction
Objective 2: Structural requirement
• Theoretical analysis of leadership, in emotional intelligence and collaboration
satisfaction
• Situational analysis primary through data collection
Objective 3: Resource Requirement
• The implementation procedure of mediatory leadership
• Implementation cost for mediatory leadership
Chapter 2: Supportive Evidence
2.1 Introduction
The purpose of this section is to present the supportive pieces of evidence regarding
the major components of this project namely emotional intelligence, leadership styles, and the
collaboration satisfaction. For this, in this section, several pieces of literature including the
research papers, articles, books, published reports have been reviewed. The major pieces of
evidence that this section is going to present is the theoretical understanding of emotional
intelligence, the theoretical understanding of collaboration satisfaction, the role of leadership
in emotional intelligence, the role of leadership in collaboration satisfaction and the role of a
leader as mediator.

6BUSINESS PROJECT MANAGEMENT
2.2 Theories Emotional Intelligence
Emotional intelligence is one of the major parts of any social as well as professional
interaction in an organization. According to Lopes, Salovey and Straus (2003), emotional
intelligence is a set of psychological attributes or properties namely Self-awareness,
Empathy, Motivation, Self-regulation and Social skill. Arguably these are also the most
common skills which are needed in any workforce management in an organisational
environment. Theory suggests that the leadership style has serious contribution among all
these attributes of Emotional Intelligence.
In organisational context, both scholars and practitioners have recently started to
realise that in the effective operations management the significance of handling emotional
intelligence is a key set of managerial skills, which can contribute to ultimate business
success (Rezvani et al., 2016). Emotional Intelligence theories were generally separated into
two different constructions. Mayer and Salovey (2007), presents these two different
emotional intelligence theories as an ability model and a mixed model. Here, the ability
model of emotional intelligence has the major properties of comprehending and managing
one's own and others' emotions. It has been theorized that this formulation can be facilitated
through the formation of advantageous thoughts and behaviors. It can be also improved
depending on the development of age and experience of individuals (Obradovic et al., 2013).
Unlike the ability model, the mixed model of Emotional Intelligence advocates that pursuit in
a broader perspective through combining several personality traits with social behaviors and
competencies. The study showed that “EI is incorporation of non-cognitive capabilities,
competencies, and skills that influence individual's ability to succeed in coping with
environmental demands and pressures” (Bawafaa, Wong and Laschinger 2015). In a more
specific way, the study clearly states that the application of individual personality can also
contribute to the improvement of Emotional Intelligence. This performance improvement

7BUSINESS PROJECT MANAGEMENT
through Emotional Intelligence can highly impact the performance of the individual as well
as the corresponding personals of a team. According to Zacher et al. (2014), the
implementation of different Emotional Intelligence perspective, a leader has to consider the
IPD or inter-personal development considering the personality traits. These personality traits,
however, are the result of the shaping of individual cognition from a long working experience
in the professional field.
2.3 Role of Leadership in emotional intelligence
There are many theoretical perspectives about effective leadership styles and
approach, which could help the workers to work efficiently. From the past decade, the
leadership styles and their implementation in an institutional environment have been changed
significantly. Transactional and Transformational leadership are two of the most advanced
leadership styles (Khan, Masrek and Nadzar 2017). However, Transformational leadership is
found as the most balanced approach of collaboration and control with the help of
information sharing, conflict management, and mediatory obligations.
According to Foster and Roche (2014), the pieces of evidence from the case studies
demonstrated that Emotional Intelligence is an underlying factor associated with the
behavioral components of the implemented leadership styles. Different levels of inter-
cardinality can be found from the relationship between Emotional Intelligence and leadership
style in project management has been investigated at different levels. EI behaviors such as
interpersonal skills and empathy are significantly related to transformational leadership in
organizational environment. On the other hand, the relationships between EI and other
leadership behaviors in organizational operation portrays that with higher EI, leader prefers
more open communication as well as highly proactive leadership styles. In the function and