A Multidimensional Study of Emotional and Spiritual Intelligence in Corporate Leadership
Abstract
Abstract: Organizations encounter problems such as sustainable organization development, ethical decision making, flexible leadership and employee engagement. How spiritual intelligence (SI) helps in developing value based leadership is still unknown, although the role of emotional intelligence (EI) has been acknowledged in the skill set of leaders. In order to combine the effect of SI and EI on leadership, the current study tries to formulate the Multidimensional Emotional-Spiritual Intelligence Leadership Architecture (MILA). Data was collected using stratified random sampling method from 300 organizational leaders in the form of surveys for the quantitative research design. Self-Awareness, self-control, empathy, motivation and social skills were used as the measurement tools for EI, while transcendence, moral reasoning and meaning making for SI. Scales were used for measuring employee creativity, organizational commitment and leadership effectiveness. Various statistical methods such as reliability analysis, correlation analysis, regression analysis, mediation analysis, moderation analysis, and ANOVA were conducted using SPSS version 28 and AMOS 24. Since the Cronbach’s alpha coefficients of these analyses were between 0.819 and 0.891, the analyzes showed the presence of reliability among the constructs used in the research. The correlation between emotional intelligence and leadership effectiveness was found to be significant (r = 0.693, p < 0.001), and the correlation between spirituality and leadership effectiveness was found to be significant (r = 0.628, p < 0.001). 62.1% of the variability of the leadership effectiveness was explained by the EI and SI model (R2 = 0.621). Among the most significant spirituality and emotional intelligence constructs, meaning-making and empathy can be mentioned, respectively. Keywords: Emotional Intelligence (EI), Spiritual Intelligence (SI), Corporate Leadership, Leadership Effectiveness, Employee Engagement, Organizational Commitment, Sustainable Organizational Performance.