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The leader of the knowledge‐based organization is faced with the continuing dilemma of delivering the highest quality and most technologically innovative products or services at the lowest possible cost in a rapidly changing environment. This paper aims to start with the identification of the complexities of managing the knowledge‐based organization, using emotional intelligence to balance the interests of the individual and organization, and it may also be redefined as an organizational development process rather than an outcome.

In order to be effective the knowledge‐based leader must possess the characteristics most often associated with the description of emotional intelligence and must also be effective at injecting these same characteristics throughout the organization. Utilizing the premises of Stewart's intellectual economy and adapting the work of Buckingham and Coffman to the knowledge‐based organization, a series of questions is outlined to assist leaders, managers and workers in the improvement of emotional intelligence awareness and the utilization of emotional intelligence as an organizational development process.

Knowledge‐based organizations may benefit from the utilization of behaviors most often attributed to emotional intelligence, and emotional intelligence may be redefined as a process rather than an outcome for organizational development.

The knowledge working environment must utilize innovative processes to maintain the engagement and effectiveness of the workforce. Applying emotional intelligence as an organizational development process rather than an outcome, it becomes a strategy for the development of the individual and the organization concurrently rather than treating them as opposing interests.

Prati, Douglas, Ferris, Ammeter, and Buckley (2003) have proposed that emotional intelligence is a critical component in effective team leadership and team outcomes. John Antonakis (2003) questioned whether the first claim in this article, that emotional intelligence is critical for effective team leadership, is justified. He presents six questions that illuminate his reservations. In response, the present authors attempt to answer his reservations by clarifying and explicating the reasoning behind this claim.

Eighty elected leaders and 388 followers were sampled to test the relationships between leaders’ emotional intelligence and the quality of leader-member exchange. Results of the field study found a significant relationship between leaders’ emotional intelligence (total) and leader-member exchange quality. Specific subscales of emotional intelligence were also predictive of leader-member exchange theory. Leaders’ empathetic response and interpersonal skills each correlated with leader-member exchange. Implications and directions for research are discussed.

This paper investigates the factors affecting individual dispositions toward intentions. Specifically, this study aims to investigate the effects of emotional intelligence, entrepreneurial motivation and creativity on the entrepreneurial intentions of university students in Jordan.

The data were gathered through self-administered questionnaires from a sample of 745 university students in Jordan. The hypotheses were tested using partial least squares (PLS) analysis.

The results indicate a robust relationship between entrepreneurial motivation and creativity and entrepreneurial intention. However, an insignificant relationship was found between emotional intelligence and entrepreneurial intention. The findings of this study reveal that both creativity and emotional intelligence exert a significant and positive indirect effect on entrepreneurial intentions through the mediation of entrepreneurial motivation.

This work suggests that university administrators should consider the significant roles that emotional intelligence, entrepreneurial motivation and creativity play in shaping the entrepreneurial intentions of university students.

While there is limited existing research on this matter within the Middle Eastern context, especially in Jordan, this study aims to address this gap in the Jordanian entrepreneurial literature. As the first of its kind conducted within Jordanian universities, this study contributes significantly to the understanding of entrepreneurial dynamics in the region. Using the Wong and Law Emotional Intelligence Scale, this study evaluates emotional intelligence in Jordan. The results contribute to social psychology literature and suggest actionable government measures, integrated into education systems, to encourage entrepreneurial paths for students and alleviate graduate unemployment.

Drawing on the person-environment fit theory, in this paper the authors aim to propose and test a moderated mediation model that examines the relationships among proactive personality and job performance, cultural intelligence and emotional intelligence.

The authors collected the multisource data from a total of 120 hotel service employees and the employees' immediate supervisors. The authors used the PROCESS, an SPSS macro, to conduct multiple regression analyses to test this moderated mediation model.

The results suggest that cultural intelligence mediates the relationship between proactive personality and job performance during cross-cultural service encounters. Furthermore, the indirect effect of proactive personality on job performance during cross-cultural service encounters via cultural intelligence is stronger for service employees who are high in emotional intelligence.

This study has several implications for hospitality management in terms of developing effective strategies to foster cultural and emotional intelligence of service employees and improve the employees' performance.

Considering the limited number of studies showing why, how and in which situations personality can enhance performance, this study contributes to the literature by revealing the effect of proactive personality on the performance of service employees through important constructs such as cultural intelligence and emotional intelligence.

The purpose of this research is to investigate faculties' perceptions of emotional intelligence about job performance (task and contextual performance (TP and CP)) in the higher education sector in the Kingdom of Saudi Arabia.

This research employed an explanatory research design method. A quantitative design approach is adopted by implementing a survey-based study. Quantitative data have been collected anonymously from faculty members (n = 277) working in different higher educational institutes in Saudi Arabia.

The research findings revealed a positive relationship between others' emotions appraisal and use of emotions with CP, whilst all the dimensions of emotional intelligence, namely self-emotions appraisal (SEA), others' emotions appraisal (OEA), use of emotions (UOE) and regulation of emotions (ROE) revealed a significant positive relationship with the TP. Nevertheless, the research supports the argument that emotional intelligence is considered an essential contributor to faculty members' job performance.

This research study provides empirical support for the argument that emotional intelligence is a direct driver for enhancing job performance through the appraisal, use and regulation of emotions. In terms of practical implications, the research findings will encourage higher education institutions to take specific actions that will help to enhance awareness of and build emotional intelligence skills amongst faculty staff.

This study is the first that has sought to investigate the impact of emotional intelligence on employees' performance in the Saudi Arabian higher education sector. Additionally, this study has developed a new psychometric scale that is useful in the higher education sector.

The aim of this study is to measure the mediating effect of emotional intelligence on job satisfaction and firm performance of small business and to identify the critical success constructs and significant path of emotional intelligence in relation to job satisfaction and firm performance.

This study provides an analysis of the relevant literature that has been published on the renowned journal of small business. This study’s theoretical framework and constructs were developed based on prior research of emotional intelligence in small business. Along with, data were gathered from 355 respondents, with a valid response rate of 73.95%. This study used the SEM-PLS to measure the validity of the theoretical framework and test the hypothesis.

This study revealed that infrastructure, leadership and management, salary, working hours, working environment and emotional intelligence are very crucial for job satisfaction and firm performance. Emotional intelligence mediated the relationship between five job satisfaction factors (working hours, organizational infrastructure, leadership and management, working environment, salary and other benefits) and firm performance. Thus, this study can contribute to enhancing firm performance and developing a new dimension of small business.

The result of this study will assist the researchers and service providers in understanding the mediating effect of emotional intelligence on job satisfaction and firm performance of small businesses. Thereby, policy formulation in the era of training of employees, leadership and technology-based services orientation will assist to in enhancing opportunities for small businesses and upholding sustainable business.

To the best of the authors’ knowledge, this study is the first to analyze the link of the mediating effect of emotional intelligence on job satisfaction and firm performance of small business.

While much empirical work has centered on marketing effectiveness, the generalizability of its relationship to emotional intelligence in the Nigerian context has been under‐researched. The purpose of this paper is to assess the impact of emotional intelligence on the marketing effectiveness of the organization.

A 31‐item survey questionnaire is developed and 108 corporate organizations in Nigeria are selected from the 2007 edition of the Nigerian Stock Exchange Gazette as a sample for this study. Hand delivery survey is conducted from key informants in the organizations. Returned instruments are analyzed using non‐parametric correlation through the use of the Statistical Package for Social Sciences.

The results of the study validate the instruments on emotional intelligence and the earlier instruments for marketing effectiveness and find a strong association between emotional intelligence and marketing effectiveness of corporate organizations in the Nigerian context. The main finding is that emotional intelligence leads to marketing effectiveness in corporate organizations in Nigeria.

The implications of the results are clear for scholars and managers. For managers, the paper has implications for the investigation of the link between emotional intelligence and marketing effectiveness of corporate organizations in Nigeria. In the first place, the paper provides a direct test of the applicability of a western paradigm to the Nigerian economic system different from other cultures.

The paper significantly refines the body of knowledge concerning the impact of emotional intelligence on marketing effectiveness in the Nigerian context. It will, without doubt, contribute to the body of existing literature on emotional intelligence and marketing effectiveness.

It is understood that the personality traits and intelligence levels of the tourist guides directly or indirectly affect their ability to solve the problems they encounter on tours. This study aims to test whether emotional intelligence has an intermediary effect on the problem-solving skills of professional tourist guides with perfectionist personality traits.

Field research was conducted within the study to analyze suggestions on the interaction of variables on an empirical basis, and data were collected using interview, document review and survey technique. Thus, the mixed-methods approach was used in the study. Within the scope of this study in which 410 professional tourist guides were surveyed, a substantial part of the research data was obtained through the application of the survey technique. Besides, interviews were carried out with 12 professional tourist guides. The clues obtained by the qualitative study were transformed into hypotheses within the scope of the quantitative study, and the intermediary effect was tested.

A relationship between the main themes, sub-themes and codes was determined within the framework of the qualitative method. As a result of the mediation test, it has been revealed that emotional intelligence has an intermediary role in the relationship between perfectionism and problem-solving skills. According to the results of bootstrapping, the indirect effect of emotional intelligence on perfectionism and problem-solving skills was found out to be significant.

The study acknowledged that positive perfectionism, high emotional intelligence and problem-solving skills contributed to the professional tourist guides being willing to provide better service. In tune with the assumption that the more the quality of the tours carried out through agencies increases, the more satisfied tourists are; the study implicated that it would be advisable for agencies to prioritize the trainings provided for their tour guides to enhance their positive perfectionist, emotionally intelligent personalities and problem-solving skills. Given that professional tourist guides may create a positive country image with the quality service they provide, the significance of such trainings stretch beyond the benefits of such organizations.

Relevant variables were analyzed with a mixed method and applied on professional tourist guides.

The study aimed to assess the relationship between emotional intelligence and work engagement among employees of automobile sectors in Chennai, Tamil Nadu, South India, and also to find out various demographic factors of subordinates who are able to engage vigorously, meaningfully and committedly on their work through their emotional intelligence.

A descriptive cross-sectional study was conducted, and 184 employees were recruited through random sampling to take part in the study. A Google Forms questionnaire consisting of the demographic questionnaire Utrecht Work Engagement Scale (UWES) and Emotional Intelligence Scale (EIS) was constructed and sent via e-mail to the employees, and the data were collected; after the data cleaning process, it was analysed through SPSS Version 20 using independent t-test, ANOVA and Pearson's correlation.

The results showed that educational qualification and income significantly influenced work engagement in all dimensions, while gender, designation and work experience partially influenced work engagement. It showed a strong correlation between work engagement and emotional intelligence.

This study assessed a small number of employees due to which the external validity reduces, and it assessed only the interplay between different dimensions of work engagement and emotional intelligence but not linked with any other mediating factors. The final sample size of the present study was relatively small due to the time constraint; hence, the study yielded less accurate results. Some linking variables, such as job security, motivation, knowledge management and transformational leadership, can be added to find out the association of emotional intelligence and work engagement and to understand how the factors influence each other.

For every output in the organisation, the work engagement or performance, there is an emotion behind each and every individual. The person cannot put his/her whole effort at work and concentrate without his/her self-awareness and management; at the same time, socialising is also very important to maintain good relationships at work; without these influences, one cannot have engagement in his/her work, which ultimately leads to  job satisfaction. It improves the strong attitude and behaviour that intend to be engaged at work.

This study would benefit in focusing more on rewards and recognition, empowering employees and building a bond between the organisation and employees in a strategic manner. The management can utilise the employee's engagement and make various financial outcomes, such as profitability and growth, increasing the share value and the turnover of the productivity. It improves the communication between business leaders and the organisation that benefits the business practices to be more effective which leads to a positive social change. Employee engagement strategies could fill the gap between employees' job involvement and the productive outcome. On the whole, employees' work engagement makes them to invest themselves wholeheartedly into cognitively, physically and emotionally on the job.

Work engagement and emotional intelligence, as well as their dimensions, illustrate a clear relationship and are also shown to be predictive of each other in the workplace.