THE ROLE OF

EMOTIONAL
INTELLEGENCE OF A
LEADER IN PROMOTING
ORGANIZATIONAL
CITEZENSHIP
BEHAVIOUR
NAME: ARNI MADIYAR
ROLL NO: E045
INTRODUCTION NEXT

ORGANIZATIONAL CITIZENSHIP BEHAVIOUR (OCB) IS A SET OF

VOLUNTARY BEHAVIOURS THAT AN EMPLOYEE ENGAGES IN THAT ARE NOT EXPLICITLY
REQUIRED
BY THEIR JOB DESCRIPTION OR FORMAL ROLE, BUT THAT BENEFIT THE ORGANIZATION. THESE
BEHAVIOURS CAN INCLUDE HELPING COLLEAGUES, TAKING ON ADDITIONAL RESPONSIBILITIES,
PARTICIPATING IN ACTIVITIES OUTSIDE OF WORK HOURS, AND MORE. OCB IS SEEN AS A
POSITIVE CONTRIBUTOR TO ORGANIZATIONAL EFFECTIVENESS AND CAN LEAD TO GREATER JOB
SATISFACTION, REDUCED TURNOVER, AND HIGHER LEVELS OF PERFORMANCE.
EFFECTIVE LEADERSHIP CAN PLAY AN IMPORTANT ROLE IN FOSTERING OCB AMONG
EMPLOYEES. LEADERS WHO ARE EMOTIONALLY INTELLIGENT AND SKILLED IN MANAGING
SOCIAL RELATIONSHIPS ARE MORE LIKELY TO CREATE A POSITIVE WORK ENVIRONMENT WHERE
EMPLOYEES FEEL VALUED AND MOTIVATED TO CONTRIBUTE TO THE ORGANIZATION BEYOND
THEIR FORMAL DUTIES. EFFECTIVE LEADERS CAN ALSO MODEL OCB THEMSELVES, WHICH CAN
INSPIRE EMPLOYEES TO ENGAGE IN SIMILAR BEHAVIOURS.
HOWEVER, IT'S IMPORTANT TO NOTE THAT THE BUSINESS ENVIRONMENT CAN ALSO INFLUENCE
THE EXTENT TO WHICH EMPLOYEES ENGAGE IN OCB. IN A POSITIVE WORK ENVIRONMENT
WITH SUPPORTIVE POLICIES AND PRACTICES, EMPLOYEES ARE MORE LIKELY TO FEEL
MOTIVATED TO CONTRIBUTE TO THE ORGANIZATION IN WAYS BEYOND THEIR FORMAL JOB
DUTIES. IN A NEGATIVE OR UNSUPPORTIVE WORK ENVIRONMENT, EMPLOYEES MAY BE LESS
LIKELY TO ENGAGE IN OCB AND MAY EVEN BE MORE LIKELY TO ENGAGE IN PREV
COUNTERPRODUCTIVE BEHAVIOURS.
RESEARCH QUESTIONS
1. Does the emotional intelligence of a leader effect
organizational citizenship behaviour?
2. What role does emotional intelligence of a leader play in
promoting organizational citizenship behaviour?
RESEARCH OBJECTIVES
1. Analysing the need of emotionally intelligent leaders in
organizational citizenship behaviour
2. Studying if EI affects Organizational citizenship
behaviour.
HYPOTHESIS
H1:Emotional intelligence of leaders has a significant effect
in promoting organizational citizenship behaviour (OCB)
LIMITATIONS
1. There was a strict
time constraint for
the research.
2. Research was 02
limited to secondary
data and the
secondary data
information was
limited.
LITERATURE
REVIEW
 1. MIAO, C., HUMPHREY, R. H., & QIAN, S(2017)
EI IS DIRECTLY RELATED TO EFFECTIVENESS OF A LEADER. THE RESEARCH WAS ON
META-ANALYSES WHICH ARE ALSO THE MOST EFFECTIVE METHOD FOR DETERMINING NEXT
INCREMENTAL VALIDITY AND RELATIVE RELEVANCE SINCE THEY EMPLOY THE MOST
ACCURATE ESTIMATIONS OF THE IMPACT SIZES OF THE MANY VARIABLES.

2. MIAO, C., HUMPHREY, R. H., & QIAN, S.(2018)

THE STUDY BY SUGGESTS THAT IN COMPARISON TO LEADERS WITH LOW EI , THE
AUTHOR ANTICIPATES THAT LEADERS WITH HIGH EI WILL HAVE AN EDGE IN
DEVELOPING LONG-TERM AND HARMONIOUS CONNECTIONS WITH THE
ORGANIZATION’S EMPLOYEES. THESE AMICABLE CONNECTIONS SHOULD AID IN TASK
PERFORMANCE AND OCB. INDIVIDUALS IN COMPANIES MAY CONTINUE TO PROMOTE
HIGH EI LEADERS FOR THEIR RELATIONSHIP-BUILDING TALENTS AND SOCIAL
AWARENESS. INDIVIDUALS FROM LONG-TERM ORIENTED CULTURES PLACE A STRONG
EMPHASIS ON RELATIONSHIP DEVELOPMENT, AND LEADERS WITH HIGH EI SHOULD BE
BETTER AT IT BECAUSE OF THEIR CAPACITY TO PROPERLY ANALYZE AND COMPREHEND
THE EMOTIONS OF OTHERS.

3. RAHIMAN, H. U., KODIKAL, R., BISWAS, S., & HARIHARASUDAN, A. (2020)

EMOTIONAL INTELLIGENCE (EI) ENABLES LEADERS AND MANAGERS TO BE MORE
EFFECTIVE, EXPERIENCED AND WITH HIGH EMOTIONAL STRENGTH, WHICH CAN THEN
BE LEVERAGED WITH OPPORTUNITIES AND PERFORMANCES. LEADERS WITH HIGH EI
CAN MAINTAIN SUCCESSFUL TIES WITH THEIR PEERS WHILE, THE LEADERS WITH LOW
EI CANNOT. IN A LARGER TEAM WITH A MORE DIVERSE WORKFORCE (THE CURRENT
SAMPLE INCLUDES EXPATRIATES FROM ASIA, EUROPE, AND AFRICA), THE AUTHOR
PREDICTED A HIGHER ASSOCIATION AND DIFFERENCE BETWEEN EMOTIONAL PREV
INTELLIGENCE AND PROBLEM SOLVING AND SOCIAL AWARENESS ABILITIES. BUT THE
RESEARCH CONCLUDED THAT EI PLAYS AN IMPORTANT ROLE IN PROBLEM SOLVING
AND SOCIAL AWARENESS.
4. RANDHAWA, G., & NANDA, M. (2017)
THE STUDY DEVELOPED A MODEL THAT DEPICTED THE RELATIONSHIPS BETWEEN EI
AND ITS MAIN INDICATORS. THE RESEARCH PROVED LINKS BETWEEN EI, JOB
ATTITUDES, AND BEHAVIOURAL OUTCOMES. ONCE ORGANISATIONS RECOGNISE THE
VALUE OF EI, IT MAY BE BROADLY INTEGRATED INTO EMPLOYEE EDUCATION, TRAINING,
AND DEVELOPMENT (WALTER ET AL., 2011).THIS WOULD FURTHER HELP THE
ORGANISATIONS TO PRODUCE BETTER PERFORMING AND OCB IN EMPLOYEE.

5. GÓMEZ-LEAL, R., HOLZER, A. A., BRADLEY, C., FERNÁNDEZ-BERROCAL, P., &

PATTI, J. (2022)
THE AUTHOR HAS PROVED THE RELATIONSHIP BETWEEN EI AND LEADERSHIP
EFFECTIVENESS. AND HAS DESCRIBED THAT EI IS IMPORTANT FOR LEADERS’ EFFECT ON
THE EMPLOYEES ALSO ACCORDING TO THE GOLEMAN/BOYATZSIS MODEL OF EI, ALL OF
THE INTRAPERSONAL AND INTERPERSONAL ABILITIES MENTIONED FALL WITHIN THE
CATEGORIES OF SELF-AWARENESS, SOCIAL AWARENESS, SELF-MANAGEMENT, AND
RELATIONSHIP MANAGEMENT WHICH WERE PROVED TO BE THE QUALITIES OF
EFFECTIVE LEADERS.
6. KARIA, M. K. (2014). STUDY OF EMOTIONAL INTELLIGENCE AND ITS INFLUENCE IN
ORGANIZATIONAL BEHAVIOUR. INTERNATIONAL JOURNAL OF ADVANCED RESEARCH
IN MANAGEMENT (IJARM), 5(4), 60-65.
1. SELF-AWARENESS:BEING AWARE OF YOUR OWN EMOTIONS AND BEING ABLE TO RECOGNISE
AND HANDLE THEM (HIGGS, M. 2002)
2. SELF-MANAGEMENT: THE CAPACITY TO PERFORM SUCCESSFULLY AND CONSISTENTLY IN A
VARIETY OF CONDITIONS AND UNDER PRESSURE. CAN BE DEFINED AS MANAGING ONESELF
INTERNAL EMOTION AND DEALING WITH TRIGGERS. SELF-CONTROL, TRUSTWORTHINESS,
ACHIEVEMENT ORIENTATION IS SOME OF THE ATTRIBUTES TO SELF-MANAGEMENT.
3. SOCIAL AWARENESS: IT IS A PERSON'S ABILITY TO EXAMINE AND DETERMINE THE VIEWS OF
OTHER INDIVIDUALS, GROUPS, OR COMMUNITIES AND APPLY THE KNOWLEDGE IN
INTERACTIONS WITH THEM.
4. RELATIONSHIP MANAGEMENT: USING AWARENESS OF YOUR OWN EMOTIONS AND THOSE OF
OTHERS TO MANAGE INTERACTIONS SUCCESSFULLY
CONCLUSION
IN CONCLUSION, EMOTIONAL INTELLIGENCE (EI) PLAYS A CRITICAL ROLE IN PROMOTING
ORGANIZATIONAL CITIZENSHIP BEHAVIOUR (OCB) AMONG EMPLOYEES. LEADERS WITH
HIGH LEVELS OF EI ARE BETTER EQUIPPED TO UNDERSTAND AND MANAGE THEIR OWN
EMOTIONS AND THOSE OF OTHERS, WHICH HELPS TO CREATE A POSITIVE WORK ENVIRONMENT
THAT FOSTERS OCB. LEADERS WITH HIGH EI CAN DEVELOP LONG-TERM AND HARMONIOUS
RELATIONSHIPS WITH THEIR EMPLOYEES, WHICH CONTRIBUTES TO INCREASED JOB
SATISFACTION, REDUCED TURNOVER, AND HIGHER LEVELS OF PERFORMANCE. THEY ARE ALSO
BETTER AT ANALYSING AND COMPREHENDING THE EMOTIONS OF OTHERS, WHICH HELPS TO
MAINTAIN SUCCESSFUL TIES WITH PEERS AND EMPLOYEES. RESEARCH HAS SHOWN THAT THERE
IS A POSITIVE RELATIONSHIP BETWEEN EI AND JOB ATTITUDES AND BEHAVIOURAL OUTCOMES.
ORGANIZATIONS THAT RECOGNIZE THE VALUE OF EI CAN INTEGRATE IT INTO THEIR LEADERSHIP
DEVELOPMENT AND EMPLOYEE TRAINING PROGRAMS TO PRODUCE BETTER-PERFORMING
EMPLOYEES WHO ENGAGE IN OCB. IN TODAY'S RAPIDLY CHANGING BUSINESS
ENVIRONMENT, WHERE ORGANIZATIONS NEED TO BE ABLE TO ADAPT QUICKLY TO NEW
CHALLENGES AND OPPORTUNITIES, OCB IS ESSENTIAL. THEREFORE, IT IS ESSENTIAL FOR
LEADERS TO HAVE HIGH LEVELS OF EI TO FOSTER OCB AMONG THEIR EMPLOYEES AND CREATE
A POSITIVE WORK ENVIRONMENT THAT CONTRIBUTES TO ORGANIZATIONAL EFFECTIVENESS.
THANK YOU