Impact Of Leaders’ Emotional Intelligence On Industrial Harmony In Two Tertiary Institutions In Adamawa-North Senatorial District

Abstract

The dynamic nature of modern institutions has made it imperative for leaders to master and control their emotions so that they become reliable tools for navigating social complexity, conserving professional and personal relations and mitigating conflict tendencies inherent in human nature. Therefore, achieving such harmonious and cooperative atmosphere is premised on the degree of emotional intelligence that leaders possess. This study attempts to theoretically and empirically examine the interrelationship between leaders’ emotional intelligence and industrial harmony in two higher institutions of learning in Adamawa North senatorial district. Literatures around the nexus were reviewed and the Dual-Concern theory propounded by Blake and Mouton (1964) was adopted as a theoretical guide. Data were collated from 340 respondents from two higher institutions within Adamawa North Senatorial District (Adamawa State University and Federal Polytechnic, Mubi). the sample size was determined using taro Yamane’s formula and the actual respondents were selected using random sampling techniques. Five point Likert scale questionnaire was used in data collection and was analyzed using regression in SPSS version 23. The independent variable was assessed using five different dimensions: leaders’ self-awareness, leaders’ self-management, leaders’ social awareness and leaders’ social skills in relation to organizations industrial harmony and the overall model was fit with Cronbach alpha of .716 to .952. The study reveals that there is a strong positive relationship between the IVs and the DV with adjusted R square of .737 in the model summary. Therefore, the study recommends among others that leaders should have good understanding of their emotions and manage them, so that it will serve as a veritable tool for navigating social complexities, dissipating conflicts and promoting industrial harmony.