Barbados Community College Business Project: Leadership and EI Impact

This business project investigates the mediating role of leadership styles in the relationship between emotional intelligence (EI) and collaboration satisfaction, focusing on perspectives from EI. The project, conducted for The Barbados Community College, examines the theoretical underpinnings of EI, leadership styles (particularly transformational leadership), and collaboration satisfaction. It reviews existing literature to establish a foundation, including the ability and mixed models of EI, the influence of leadership on EI and collaboration, and the role of leadership as a mediator. The project outlines a Gantt chart for the study, detailing planning, evidence review, primary research, data analysis, and finalization. It aims to provide a critical analysis of leadership in relation to EI and collaboration, recommend appropriate leadership styles, and suggest strategies for enhancing workforce efficiency. The project also includes thematic analysis and concludes with recommendations for effective leadership in fostering collaboration and enhancing workforce performance. Appendices include an A3 map and transcripts from research.

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

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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

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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

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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

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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

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• 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.

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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

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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

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operational leadership models in an institutional work process, transformational leadership
has gained the most attention because of its implementable relationship with several
psychological factors of Emotional Intelligence (Føllesdal and Hagtvet, 2013). From case
studies of various constructional projects, it has been found that EI competencies may
contribute to certain components of transformational leadership as well (Lam and O'Higgins,
2012). In this discussion, self-aware and self-managed leaders are able to understand their
emotions and regulate their behaviors which is propitious for subordinates' trust and respect
for the leaders. Secondly, leaders with high EI may be more motivated to impact subordinates
and evoke their enthusiasm for challenging tasks. Thirdly, leaders with high empathy may
comprehend subordinates' expectations and achieve them accordingly. Finally, the
competencies to coordinate social interaction and strengthen team management permit
leaders to generate new ideas as well as facilitate collaboration, which contributes to
intellectual stimulation and collaborative promotion. As for original transactional leadership,
found that leaders with elevated EI prefer effective and equitable contingent reward
behaviors. Moreover, EI competency of team management may help leaders to handle
conflicts and correct deviances which are consistent with active management by exception
(Wells and Welty Peachey, 2011). Thus, a relatively significant correlation between active-
transactional leadership and EI could be supposed. Conversely, it has been suggested that
passive-transactional leaders reflect task-oriented desires through inflicting punishment on
subordinates, and this may go against empathy or self-insight of EI.
2.4 Role of leadership in Collaboration Satisfaction
“Collaboration can influence workforce satisfaction”, which is the key motto of any
modern leadership or workforce management style. The triangle of satisfaction clearly states

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that Result, Progress and Emotion take the three major pillar of satisfaction. Hence the
significance of emotion and consequently the emotional intelligence is not negligible. At the
same time, the theory of collaboration suggests the 8 major aspects of collaborative or
cooperative work process that includes, share, trust, success, support, assistance, exchange,
inspiration and teamwork (Rees et al. 2015).
Transformational leaders, encouraging the subordinates to get involved in creativity
and organizational learning (Kissi et al., 2013), may make a contribution to cost-saving,
quality advancing and schedule accelerating. Transformational leaders can provide
inspirational motivation to enhance subordinates' commitment to the organization. This may
simplify the process of coordinating and controlling, hence increasing other participants'
satisfaction with team efficiency. In addition, transformational leadership positively
influences project team-building (Aga et al., 2016) which can help leaders to solve
interpersonal problems as well as improve social relationships. Specifically, the individual
consideration by the transformational leader can improve subordinates' job satisfaction as
well as elicit a higher level of trust and diminish conflicts in an integrated team (Zhu et al.,
2013). As such, the satisfaction of long, stable relationships in the integrated team can be
perceived by other participants. Finally, subordinates and collaborators will reciprocate with
more passion for risk allocation and profit sharing in the response of a transformational
leader's collaboration promotion in IPD (Ertac and Gurdal, 2012). Active-transactional
leaders can earn trust, satisfaction, commitment, and effort of the subordinates by providing
fair rewards and necessary restrictions. Thus, technological innovations and quality
information flows will be increased, which in turn has positive effects on other participants'
satisfaction with performance contribution and project efficiency. In addition, active-
transactional leaders tend to focus their minds on team discussions via positive rules of
conduct, thus raising the participants' relationship satisfaction.

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2.6 Leadership as a mediator
According to Tyczkowski et al (2015), leaders' self-aware abilities to assess, appraise
and perceive own emotions can help an organization to explore unique opportunities for
maintaining the creativity. It also helps the abilities to recognize other team member’s
unhappiness or disappointment, which could eventually beneficial for solving critical
problems in a creative way. At the same time, the procedure of enhancing creativity can
support leaders to accomplish the higher satisfaction level of other team members with their
contribution to collective and individual performance. When the leaders have self-
management ability equipped with EI, it can drive subordinates to adapt in a rapidly changing
environment. It can also improve efficiency as well as the satisfaction level of other team
members that can consequently facilitate organizational execution of complex change
management procedure (Taliadorou and Pashiardis 2015). The most essential factor is the
leaders' empathy ability that can help to realize other team members underlying requirements
in both mission and relationship as well as settle organizational conflict (Mersino 2013). The
team leaders equipped with emotional ability have better control and coordination over team
management that can be utilized for enhancing subordinates' motivation to execute and
complete the given task by using incentive measures and building continually collaborative
relationships based on mutual economic sharing among participants.
Chapter 3: Study of Gantt chart
3.1 Introduction:
The purpose of this Gantt chart based method is to show the specific activities
sequentially, that were needed to be completed in order to deliver the complete project
successfully. It presents a compact overview of the project procedures as well as the current
progress in the whole process (McCusker and Gunaydin 2015). Presenting the procedures in a

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Gantt chart method includes the presentation of the critical paths, the dependency of each
path to others and the underlying procedures conducted in each critical path. The procedures
of developing the final project include 5 major critical paths namely the planning of the
study, reviewing the supportive pieces of evidence, executing the primary research,
Analysing the collected data and Finalising the project. Within these procedures, some
meetings were held to communicate with clients and the other primary stakeholders of this
project.
3.2 Planning of the study
After inception meeting where the client requirements were enlisted and critically
examined with details, the planning of the study phase began. In this phase, the basic
resources for the project were collected such as the databases, required findings and others. In
this section, the aim and the objectives of this project were structured according to the client
requirements.
Choosing the appropriate research method was the most essential part of this phase.
For these various research methods have been critically analysed to choose the most suitable
one for this project. From the purpose of this project, it was clear that this project had to
collect both the theoretical information about leadership, emotional intelligence and
collaboration satisfaction as well as the practical information for possible interventions of the
appropriate leadership strategy. Hence, a mixed research method was chosen considering
both the primary research and secondary research. Forming the research structure is another
essential task of this phase.
3.3 Reviewing the supportive evidence
After the planning of the study, the second meeting was held with the primary
stakeholders and client in order to get approval for further progress. In this phase, the chosen

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databases were researched thoroughly in order to collect the most recent and relevant
information regarding the theories of leadership styles, emotional intelligence and
collaboration satisfaction. Previous researches on strategic leadership to mediate emotional
intelligence have been also reviewed for collecting necessary supporting evidence. The
purpose of this phase was to develop the basic idea regarding all the core components of the
topic and to understand the interrelation between them from the perspective of other scholars
and researchers.
3.4 Executing primary research
As discussed earlier the execution of this research was based on the primary data
collection. The primary data collection refers to the procedure of collecting real-time data
from a group of participants by involving them survey or interview (Halcomb and Hickman
2015). There are other types of data collection procedures exist as well namely experiment,
observation and others. In this study, the practical components of leadership and the potential
impact of strategic leadership in an organisation had to be analysed. Therefore, to collect in-
depth real-time data semi-structured interview has been chosen. For developing the interview
questions the concept emerged from the supportive evidences were considered.
The interview was conducted on 3 managers of several organisations (names are
confidential) among different industries, such as retail, logistics and manufacturing. The
selection of the participants was done through a non-probability systematic sampling strategy.
This sampling technique allows selecting the participants through some specific selection
criteria. In these study 15 manager profiles of various industries ware chosen who were team
leaders in their professional life as well. In the next phase, they were called to get approval
for the interview. The study has chosen the first 3 of them who were interested to give the
interview. The willingness of the participants was the most important ethical concern of this

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primary research, where participants were informed about the purpose, significance and the
procedure of the interview. According to Data Protection Act (2005), it was also ensured that
the personal data of the respondents such as name, office address, designations, will be
considered as the subject of confidentiality and will not be published in this research or any
other research as well. The raw information of the interview responses is stored in a digital
database in a very secure process, where only the authorised person (researchers) can access
the data.
3.5 Analysing the collected data
After conducting the interview session the third meeting was conducted to keep all the
primary stakeholders as well as the client updated about the progression of this project. After
the third meeting, the analysis of collecting qualitative data began. The qualitative analysis is
a nonnumerical data analysis process, where the quantitative analysis is the process of
analysis numerical information (Taylor, Bogdan and DeVault 2015). Thematic, narrative,
contextual are some of the most common qualitative analysis processes. As discussed earlier
this primary study is based on interview and in-depth interpretation. Therefore, the data
analysis procedure is based on the Qualitative Data Analysis or QDA. For this, the interview
responses have been coded by using QDA miner software. After that, the frequency of those
codes has been determined to find out the emerging themes from the interview responses.
Code is the contextual keyword to define a particular response, which also helps to find the
interrelation among different responses in a qualitative study. Depending on those themes the
responses of the participants have been critically analysed with the support of previously
found supportive pieces of evidence. This qualitative analysis procedure is called thematic
analysis process.

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3.6 Finalising the project
Finalising a project requires a set of activities to make the project deliverable to the
client. In this phase, the results found in this study have been linked with the project
objectives in order to find the accomplishment of this project as well as the limitation of this
study. After that, the conclusion and implication have been developed from the analytical
discussion section to find out the implementation procedure for mediatory leadership for the
client. Additionally, through the limitation of this study the possible future scopes have been
found. After all these procedures the final draft of the entire project has been developed for
final submission.
Chapter 4: Contribution
4.2 Thematic Analysis
From the thematic analysis the following results have been found. In these results the
percentage of codes represents the frequency proportion of that particular response. On the
other hand, the count of the cases represents the number of transcripts from where the
particular code has been found.
Category Code Count % Codes Cases % Cases
Challenges motivating members 2 7.1% 2 66.7%
Challenges conflict management within team
members
3 10.7% 3 100.0%
Challenges Building Integrity and Unity 1 3.6% 1 33.3%
Relation between EI
and CS
new employees becomes very
emotionally attached
2 7.1% 2 66.7%
Relation between EI
and CS
being rewarded can increase
satisfaction
1 3.6% 1 33.3%

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Relation between EI
and CS
EI is independent not collective 1 3.6% 1 33.3%
Relation between EI
and CS
EI can develop the sense of
collective benefit
2 7.1% 2 66.7%
Self EI strategy self motivation 2 7.1% 2 66.7%
Self EI strategy recreational activity 1 3.6% 1 33.3%
Self EI strategy not becoming emotionally
attached
2 7.1% 1 33.3%
Self EI strategy being confident and positive 1 3.6% 1 33.3%
Team EI handling
strategy
viewing through team members
perspective
4 14.3% 3 100.0%
Team EI handling
strategy
rewarding team members 1 3.6% 1 33.3%
Team EI handling
strategy
healthy competitive approach to
other teams
1 3.6% 1 33.3%
Team EI handling
strategy
becoming a ideal team member 1 3.6% 1 33.3%
Recommendation
for organisations
Providing training to a would be
leader
2 7.1% 2 66.7%
Recommendation
for organisations
Developing situational learning
environment
1 3.6% 1 33.3%
Table: Thematic Code Frequency and Proportion
Depending on the coding and frequency certain themes or categories of codes have
emerged. These categories of codes are Major challenges that a leader faces, Emotional
intelligence can lead to collaboration satisfaction, Strategic way out to handle personal
emotional intelligence towards collaboration, Strategic way out to handle team members’

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emotional intelligence towards collaboration and Activity that should be taken to empower
the leadership. These emerged codes from this interview have been discussed in the following
section.
Major challenges that a leader faces
The following presentation represents the most frequently used responses given by the
respondents regarding the challenges are usually faced by the leaders due to the interference
of emotional intelligence in team management.
Figure: Frequency Chart of Thematic Codes for “challenges”
From the above qualitative frequency, it can be found that most of the respondents
supported that conflict management is the major issue in leadership. However, motivating
team members as well as building integrity and unity within the team has been found other
major challenges faced by a team leader. Most of the respondents stated that they have
experienced different types of challenges when they were a leader. As per their experience,
the major challenge of any leader is to identify the motivational stimuli for each and
individual team members. Apart from that, leaders often face challenges when they have to
manage conflicts in a team. Almost all the respondents think that interest and conflict both

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are an essential part of leadership style. On the other hand, Conflict management is an
essential part of the leadership and the challenge as well as per most of the responses. They
have stated that especially in a certain change management situation leaders has to manage
the internal conflicts of the team in a very tactical way. Apart from that, when a leader
receives a new task or project motivating other members towards that new project sometimes
become difficult. It has been also stated that developing and sustaining the integrity or unity
of the team is the most difficult challenge for a leader. Many issues like internal changes,
poor decision making can change the emotional state of the team members. However, the
issue that emerged repeatedly is that internal conflict in a very common issue in this case.
Emotional intelligence can lead to collaboration satisfaction
The following presentation represents the most frequently used responses given by the
respondents regarding the process of emotional intelligence can lead to collaboration
satisfaction.
Figure: Frequency Chart of Thematic Codes for “Relation between EI and CS”

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From the above thematic coding frequency analysis it has been found that a
significant amount of responses suggested that most of the new team members often become
very emotionally attached with the team. At the same time, another large number of
responses stated that Emotional Intelligence can develop a sense of collective benefit in the
team that can lead to collaboration satisfaction. Another respondent said that being rewarded
can motivate team members and increase satisfaction. However, a very negligible amount of
respondents replied that the EI is an independent component, not the collective.
From the responses, it has been found that in every way of a collaborative business
process, intense interference of individual’s emotions can be seen. It has been also found that
taking the professional components emotionally is often found in newly joined employees.
However, this emotional interpretation of the work environment can also be regulated or
driven towards job satisfaction through proper leadership. It has been also observed that
awarding employees can stimulate emotional intelligence and subsequently increases the
engagement as well. A significant number of responses also supported that emotional
intelligence is more personal attribute rather than a collective attribute. Emotional
intelligence of a team does not make sense, “But, managing every team member’s emotional
intelligence can certainly improve the team performance”. On the contrary, it has been also
supported that it helps to create a sense of collective benefit. The collective benefit can create
collaboration and collaboration can create satisfaction. Emotion can only apprehend
collaboration when a team has a proper sense of unity in it. It is a collective process. It has
been also found that each team member has own emotional intelligence that collectively
shapes the emotional status of the team as well. This shaping process can go towards a
positive direction and make the satisfaction level high. Sense of collective benefit is very
essential in this point, where every team members can perceive the significance of certain

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task as the collective benefit of the team while becoming emotionally attached with the
team’s performance as well.
Strategic way out to handle personal emotional intelligence towards collaboration
The following presentation represents the most frequently used responses given by the
respondents regarding the Strategic way out to handle personal emotional intelligence
towards collaboration
Figure: Frequency Chart of Thematic Codes for “Personal EI Strategy for CS”
From the above thematic coding frequency analysis, it has been found that a
significant amount of responses suggested that self-motivation is a very effective strategy to
use personal emotional intelligence as a leader. At the same time, another large number of
responses stated that a leader should not emotionally be attached too much with the team,
which can increase mental stress. Another respondent said that being positive and confident
are the two major tools to handle personal emotional intelligence as a team leader. However,

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a considerable amount of respondents replied that the recreational activity can help a leader to
use his or her EI for collaboration satisfaction.
A large number of responses stated that team member will only grasp the team
leader’s motivation and encouragement as their own. Therefore, a leader should always have
to keep your energy up through any kind of energetic or recreational activities. Respondents
also suggested that recreational activity can include watching films or participating in a sports
event or anything. Another respondent claimed that a leader should not link their personal
interest and emotion with their professional goals. The respondents also conveyed that he
faced this exact situation where keeping the betterment of the team in mind made him
stressed as eventually de-motivated. One of the respondents prefers a casual but responsible
approach with team members, which can lighter the environment while keeping a leader’s
mind less stressful. Personal emotional intelligence can be controlled through stress
management and self-motivation. Basically, there are two key in this process that has been
emerged from the interview one is to be confident about what you can do and number and
two is to be assertive enough about the potential performance of the team.
Strategic way out to handle team members’ emotional intelligence towards
collaboration
The following presentation represents the most frequently used responses given by the
respondents regarding the Strategic way out to handle team member’s emotional intelligence
towards collaboration

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Figure: Frequency Chart of Thematic Codes for “Team Member’s EI Strategy for CS”
From the above thematic coding frequency analysis, it has been found that a
significant amount of responses suggested that viewing the team through the perspective of
the team members is a very effective strategy to use team member’s emotional intelligence as
a leader. At the same time, another large number of responses stated that by becoming an
ideal team member a leader can control or drive the emotional intelligence of the team
members towards collective benefit. Another respondent said that rewording team members
are the major tool to handle the team member’s emotional intelligence as a team leader.
However, a considerable amount of respondents replied that building a competitive motive
against other teams can be also helpful.
From one of the responses, it has been found that a leader has to find the emotional
attributes of every team member’s psychology. Only when a leader could handle their
emotional intelligence towards collaboration. When there is a collaboration, motivation
would also increase. It depends on the team members. Giving rewards to the team members
who could be motivated by this and showing friendly behavior to the team member who
would like to be motivated by that is a very helpful strategy in this case. A leader should
always keep in his or her mind that every team members have their own perception of team

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benefit. Hence, the technique is to channel their perception into a single stream or single
flow. How a leader can do it depends on the situation and the leadership skill. From one
response it t\has been found that keeping a unity through a healthy competitive approach with
other teams often motivate the team members. It has been also steading by the respondents
that the team leader has to voice his or her own opinion against the management if he or she
thinks there is something wrong happening with a particular team member. A team leader
needs to see the team from the eyes of your subordinate. Only then the team leader can see
where the emotional stimuli are lying. It has been also found that becoming an ideal team
member can encourage them to accept the team leader’s decision willingly. When they find
that leader himself does what he says, they will follow the leader’s direction. At the same
time, a team leader should always keep the perception of team members about each other
very positive and friendly.
Activity that should be taken to empower the leadership
The following presentation represents the most frequently used responses given by the
respondents regarding the Activity that should be taken by the organisation to empower the
leadership strategy that can help to use emotional intelligence for collaboration satisfaction.

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Figure: Frequency Chart of Thematic Codes for “Recommendations”
From the above qualitative frequency, it can be found that most of the respondents
supported that providing training to a new leader or a person who is going to be internally
promoted will be very helpful. However, some respondents also supported that developing a
situation that can prioritize emotional intelligence is also essential.
One of the respondents has stated that as a team member, no one has to understand the
significance of leadership in emotional intelligence. Then after becoming a leader this
concept often becomes a new concept for most of the new leaders. Then the organisation
should train their leader regarding how they can control self emotional intelligence as well as
the emotional intelligence of the team members. A respondent also claimed that leadership is
an in-born skill that cannot be taught or trained. However, an organisation can develop an
environment where a potential individual can learn about how to regular emotional
intelligence for the team’s benefit. However, most of the responses supported that a would-be
team leader should be trained for every aspect of the possible condition. Training them to
manage emotional intelligence is a major part of it.

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Chapter 5: Concluding Remarks
5.1 Conclusion
From the above study it can be concluded that 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. This project results can ensure the client of Barbados
Community College that The emotional intelligence is a major tool of leadership that can be
used to develop, improve and sustain collaboration satisfaction in an organizational
environment. IT has been found that Emotional Intelligence is a set of psychological
attributes or properties namely Self awareness, Empathy, Motivation, Self-regulation and
Social skill. The triangle of employee satisfaction theory clearly states that Result, Progress
and Emotion take the three major pillar of satisfaction. At the same time, the theory of
collaboration suggests the 8 major aspects of collaborative or cooperative work process that
includes, share, trust, success, support, assistance, exchange, inspiration and teamwork. Both
Transformational leadership, as well as transactional leadership, have been proven equally
effective to utilize those components for collective benefit depending on the situation. The
process of improving creativity may assist leaders to win other participants' satisfaction with
their contribution to performance. The leaders' self-management ability equipped with EI can
drive subordinates to adapt to the changeful environment. From the thematic analysis, it has
been found that conflict management is the major challenge faced by a leader. A significant
amount of responses suggested that most of the new team members often become very
emotionally attached to the team. At the same time, another large number of responses stated
that Emotional Intelligence can develop a sense of collective benefit in the team that can lead
to collaboration satisfaction. Self-motivation is a very effective strategy to use personal
emotional intelligence as a leader. At the same time, a leader should not emotionally be

25BUSINESS PROJECT MANAGEMENT
attached too much with the team, which can increase mental stress. It has been also found
from this study that viewing the team through the perspective of the team members is a very
effective strategy to use team member’s emotional intelligence as a leader. As a
recommendation, it has been found that providing training to a new leader or a person who is
going to be internally promoted will be very helpful.
5.2 Evaluation
This study or project can show a clear understanding of the role of leadership as a
mediator in the organizational process that can lead to growth and success factors of any
industry considering the appropriate leadership approach for collaborative satisfaction within
the workforce. This study explains the relationship between emotional intelligence and
collaborative satisfaction within the organisation from a theoretical and practical perspective.
This study can determine the deficiencies of current leadership approach in a practical
organisational environment in the process of improving organisational growth through acting
as a mediator between emotional intelligence and collaborative satisfaction. This study also
provides smart and structured recommendations to develop an effective leadership approach
and to implement the approach strategically, that can help to use emotional intelligence to
strengthen collaborative satisfaction for empowering the productivity and quality of
workforce performance while developing a sustainable work environment for ultimate
business growth

26BUSINESS PROJECT MANAGEMENT
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Appendices:
Appendix 1: A3 Map

BUSINESS PROJECT MANAGEMENT 30
Contribution
Will show a clear understanding of the role of leadership as a mediator in the organisational process that can lead to growth and success fa
Will explain the relationship between emotional intelligence and the collaborative satisfaction within the organisation from theoretical and
Will determine the deficiencies of current leadership approach in practical organisational environment in the process of improving organis
Will provide a smart and structured recommendations to develop an effective leadership approach and to implement the approach strategic
Deliverables
Understand the role of leadership as mediator in an organisational environment , by looking at:
Literature review of mediator theories
Case studies
Determine the Emotional Intelligence Strategies in Leadership, by looking at:
Emotional intelligence theories, Leadership theories and styles
Cost Benefit Analysis (Focusing on economic benefits and operational benefits)
Relationship between Emotional Intelligence and Collaboration Satisfaction in an organization, by looking at:
Current implication of emotional intelligence in organizations
Opinions of managers and experts
Recommendation on mediating role of leadership styles in the Relationship between Emotional Intelligence and Collaboration Satisfaction
Client Requirements
To Undertake a study to analyse Mediating Role of Leadership Styles in the Relationship between Emotional Intelligence and Collaboration Satisfaction from the Perspectives of Emotional Intelligence
This study shall strengthen the projects potential to:
Enhance the understanding in role of leadership as mediator
Increase the potentiality of using Emotional Intelligence Strategies in Leadership
Identify the Relationship between Emotional Intelligence and Collaboration Satisfaction
Enhance the workforce efficiency and sustainability
Critical Path 1.1 2 1.2 3 4 1.3 5 6 1.4
Dependency
1.1 Inception Meeting
1.2 2nd Meeting
1.3 3rd Meeting
1.4 Final Meeting
2 Planning of the study
2.1 Collecting basic resources 2.2
2.2 Developing aims and objectives 2.3
2.3 Choosing research method 2.4
2.4 Forming the structure of research 1.2
3 Reviewing supportive evidences
3.1 Finding Database 3.2
3.2 Collecting resources 3.3
3.3 Developing secondary dataset 3.4
3.4 Documenting thematic literature review 4.1
4 Executing primary research
4.1 Developing interview questions 4.2
4.2 Comunicating with target population 4.3
4.3 Conducting interview 4.4
4.4 Sorting interview doccument 1.3
5 Analysing the collected data
5.1 Coding interview data 5.2
5.2 Analysis through QDA 5.2
5.3 Developing themes and discussion 6.2
6 Finalising the project
6.1 Linking with objectives 6.2
6.2 Forming conclusion 6.3
6.3 Findung future scope 6.4
6.4 Developing final draft 1.4
7 Final submission
Process
Objective Based:
Leadership theories Bass, B. M. (1990) – To identify key leadership theories and to identify interests of a leader in
relation to workforce quality enhancement and organisational growth; Also identifies possible
conflict of interests and can be used to look deeply at the relationships between leadership
and workforce management
Emotional intelligence theories Lopes, P. N., Salovey, P., & Straus, R. (2003) – mainly used to assess the concept of
Emotional intelligence from psychological perspective its impact on individual’s personality.
It also allows examining the significance of EI to shape the perceived quality of social
relationships
Role of leadership as mediators Zhang, L., Cao, T., & Wang, Y. (2018).- to find the mediation role of leadership styles in
integrated project collaboration. To define the role of mediation in an emotional intelligence
perspective through political, economic, socio cultural, technological changes in the business
environment
Primary qualitative research Polkinghorne, D. E. (2005) – used to collect primary data collection through in depth
interview question development to measure the positive and negative consequences of a
leadership and mediatory activities in practical situations.
Thematic Analysis Fereday, J., & Muir-Cochrane, E. (2006).– used to identify appropriate coding method for
thematic analysis; to investigate the major themes and coded results using external thematic
analysis software; Using direct and indirect thematic coding and thematic mapping in
qualitative perspective.
Recommendations Andrews et al (1969) – to summarise the key activities which is required to use the emotional
intelligence through mediatory leadership in a organisational workforce considering the
strengths, weaknesses, opportunities, threats.
Industry Based:
Stakeholder analysis Davis Browning, L., (1991)
Cost benefit analysis of Collaboration satisfaction Rees, Breen, Cusack & Hegney (2015)
Significance of emotional intelligence in organisational environment Njoroge, C. N., & Yazdanifard, R. (2014)
Current challenges in leadership as mediator Interview
Investigation into the potential impact of Collaboration Satisfaction Zhang, L., Cao, T., & Wang, Y. (2018)
The Economic Impacts of effective leadership strategies as mediator Rees, Breen, Cusack & Hegney (2015)
Process to take by any organisation Recommendations
Data protection, privacy and security rule Data Protection Act (2005)
Reflection
• The project needs tons of evidence to portray its voice and to highlights the need for further research, based on the
beneficial impacts of mediatory leadership styles
• The project is also viable for personal learning and development as well, hence the project also has
multidimensional implications
• Further research into psychological focused theories and practical evidence based case studies is on going
• Further Development of interview session and thematic coding are yet to be completed
• Relationship between emotional intelligence and the collaborative satisfaction is always a valuable topic to be
evaluated

BUSINESS PROJECT MANAGEMENT 30
Appendix 2: Transcript 1
Q1 Which are the major challenges that a leader faces that requires strategic utilisation of
emotional intelligence?
Personally I have felt different types of challenges when I was leader. As per my experience the
major challenge of any leader is to identify the motivational stimuli for each and individual team
members. Apart from that, leaders often face challenges when they have to manage conflicts in a
team. I think interest and conflict both are essential part of leadership style.
Q2 How is emotional intelligence related to collaboration satisfaction?
In every way of collaborative business process, I have seen intake interference of individual’s
emotions. I would say that taking the professional components emotionally is often found in
newly joined employees. But, this emotional interpretation of work environment can also
regulated or I should say driven towards the job satisfaction. I have observed that awarding
employees can stimulate the emotional intelligence and subsequently increases the engagement
as well.
Q3 Is there any strategic way out to handle personal emotional intelligence towards
collaboration?
The strategy that I in my professional experience have found most effective is keeping one’s self
motivation high at any cost. Always remember, your team member will only grasp your
motivation and encouragement as their own. However, you always have to keep your energy up
through any kind of energetic or recreational activities. It could watching films, or participating
in sports event or anything.
Q4 Is there any strategic way out to handle team member’s emotional intelligence towards
collaboration?
As I have said earlier, A leader has to find the emotional attributes of every team member’s
psychology. Only then a leader could handle their emotional intelligence towards collaboration.
When there is collaboration, I think motivation would also increase. It depends on the team
members. Give rewards to the team member who could be motivated by this and show friendly
behaviour to the team member who would like to be motivated by that.
Q5 Activity that should be taken by an organisation to empower the leadership?
I think leaders should get proper training as well. As a team member, no one has to understand
the significance of the leadership in emotional intelligence. Then after it is a new concept for
most of the employees. Then organisation should train their leader regarding how they can
control self emotional intelligence as well as the emotional intelligence of the team members

BUSINESS PROJECT MANAGEMENT 31
Appendix 3: Transcript 2
Q1 Which are the major challenges that a leader faces that requires strategic utilisation of
emotional intelligence?
Conflict management I think an essential part of the leadership and the challenge as well.
Especially in a certain change management situation leaders has to manage the internal conflicts
of the team in a very tactical way. Apart from that, when a leader receives a new task or project
motivating other members towards that new project sometimes become difficult.
Q2 How is emotional intelligence related to collaboration satisfaction?
As much I know emotional intelligence is more personal attribute rather than a collective
attribute. An emotional intelligence of team does not make sense. But, managing every team
member’s emotional intelligence can certainly improve the team performance. I think mostly
because, it helps to create the sense of collective benefit. And the collective benefit can cleats
the collaboration and we all know collaboration can create satisfaction.
Q3 Is there any strategic way out to handle personal emotional intelligence towards
collaboration?
I think every leader should not link their personal interest and emotion with their professional
goals. I myself sometimes faced this exact situation where, keeping the betterment of the team in
mind made me stressed as eventually de-motivated. I always prefer a casual but responsible
approach with team members, which can lighter the environment while keeping you less
stressful.
Q4 Is there any strategic way out to handle team members emotional intelligence towards
collaboration?
A leader should always keep in his or her mind that every team members have their own
perception about team benefit. Hence, the technique is to channel their perception into a single
stream or single flow. How a leader can do it depends on the situation and the leadership skill. I
often have found that keeping a unity through a healthy competitive approach with other teams
often motivate the team members. But yeas you have to voice your own opinion against the
management, if you think there is something wrong happening with a particular team member.
Q5 Activity that should be taken by an organisation to empower the leadership?
I thing leadership is a in-born skill, no one can teach you that. However, a organisation can
develop an environment where a potential individual can learn about how to regular emotional
intelligence for team’s benefit.

BUSINESS PROJECT MANAGEMENT 32
Appendix 4: Transcript 3
Q1 Which are the major challenges that a leader faces that requires strategic utilisation of
emotional intelligence?
Developing and sustaining the integrity or unity of the team is the most difficult challenge for a
leader. Many issues like internal changes, poor decision making can change the emotional state
of the team members. Internal conflict in a very common issue in this case. Keeping yourself
away from frustration is the chief challenge in certain scenario, where you can feel that team is
not going to perform well.
Q2 How is emotional intelligence related to collaboration satisfaction?
Emotion can only apprehend collaboration when a team has the proper sense of unity in it. It is a
collective process. Each team member has own emotional intelligence that collective shapes the
emotional status of the team as well. This shaping process can go towards positive direction and
make the satisfaction level high. Sense of collective benefit is very essential in this point, where
every team members can perceive the significance of certain task as the collective benefit of the
team while becoming emotionally attached with the team’s performance as well.
Q3 Is there any strategic way out to handle personal emotional intelligence towards
collaboration?
Personal emotional intelligence can be controlled through stress management and self
motivation. You can do whatever you want to make you self motivated. There is two key in this
process, number one: be confident about what you can do and number two is be assertive
enough about the potential performance of the team.
Q4 Is there any strategic way out to handle team member’s emotional intelligence towards
collaboration?
As a leader You need to see the team from the eyes of your subordinate. Only then you can see
where the emotional stimuli is lying. I would say becoming a ideal team member can encourage
them to accept your decision willingly. When they find you yourself do what you say, the will
offcourse follow your direction. At the same time a team leader should always keep the
perception of team members about each other very positive and friendly.
Q5 Activity that should be taken by an organisation to empower the leadership?
A would be team leader should be trained for every aspect of the possible condition. Training
them to manage emotional intelligence is a major part of it.