AN EMPIRICAL STUDY OF THE RELATIONSHIPS BETWEEN EMOTIONAL INTELLIGENCE, TRANSFORMATIONAL LEADERSHIP STYLE, AND WORK PERFORMANCE IN HEALTHCARE ORGANIZATIONS

Abstract

Purpose
The purpose of this study is to investigate the relationships between emotional intelligence (EI), transformational leadership style (TLS), and work performance in healthcare organizations. It evaluates how EI and TLS interact to influence staff outcomes, aiming to provide practical insights for improving employee effectiveness and patient care within healthcare teams.

Methodology
A quantitative cross-sectional survey was conducted among healthcare managers employed in leading hospitals. A sample of 362 respondents was selected using simple random sampling to ensure statistical reliability. Standardized five-point Likert scales measured emotional intelligence, transformational leadership style, and work performance. Confirmatory factor analysis and structural equation modeling validated the relationships and ensured robust analytical results.

Findings
Findings indicate significant positive associations among the variables: emotional intelligence enhances the capabilities of healthcare managers and improves work performance; transformational leadership style further amplifies these effects, fostering greater organizational commitment and teamwork. EI serves a mediating role in strengthening the influence of transformational leaders, contributing to higher employee satisfaction and patient care quality in healthcare settings. The study highlights the value of fostering EI and transformational leadership to achieve superior outcomes in healthcare organizations.