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2.0 LITERATURE REVIEW 2.1 Introduction This literature review…
2.0 LITERATURE REVIEW
2.1 Introduction
This literature review strives to comprehensively analyze and synthesize the extensive body of research about the gap in identifying EI and its implications for effectively managing organizational change in the retail industry (Holbeche, 2019; Naong & Naong, 2022). Organizations need help to adapt to workplace changes, failing to accomplish strategic goals (Harsch & Festing, 2020). Retail executives with low EI struggle to manage complicated organizational changes, lowering staff performance and engagement (Ojo et al., 2021). Retail company executives require greater EI to handle complex transitions, requiring leadership interventions (Holbeche, 2019; Naong & Naong, 2022). The review will concentrate on essential domains of investigation about leadership, organizational change, emotional perception and regulation, and specific concerns in the retail industry. The literature review aims to enhance our understanding of the importance of effective leadership practices in driving successful organizational change (Nordin, 2021). Exploring individuals’ ability to perceive and manage emotions is crucial for comprehending how EI contributes to workplace effectiveness (Alzoubi & Aziz, 2021; Kumari et al., 2022). Finally, examining specific problems within retailing provides valuable insights into challenges unique to this industry (Yawson & Lewis, 2023). The literature review will encompass topics and concepts such as organizational change in the retail sector, including its challenges and opportunities with digital transformation. Additionally, it will explore the influence of EI on leadership effectiveness when managing change, employee engagement, and organizational performance.
EI is underutilized in retail change management (Kotter et al., 2021). Research shows that leaders’ EI is poorly understood and implemented in organizational change (Cui, 2021; Irfan et al., 2021; Luedi, 2022). The project addressed the theme and practice problem of retail executives’ emotional intelligence deficit and its impact on their ability to navigate complex organizational changes (Huang et al., 2022). Technology, consumer preferences, and competition are changing the retail industry (Bonfrer et al., 2020; Domingos & Leite, 2022). Thus, this sector requires strong leadership and change management. My specialty, leadership and organizational development, emphasizes retail CEOs’ leveraging EI to meet this demand. Low EI in retail businesses leads to poor employee performance, reduced engagement, and organizational effectiveness (Ojo et al., 2021; Parker, 2022). Retail leaders in a market with fierce competition, changing consumer tastes, and digital transformation require EI to navigate complex organizational shifts (Godwin, 2019; Holbeche, 2019; Naong & Naong, 2022). Academic and professional literature informs retail industry executives of EI improvement programs, instruments, and interventions. The ultimate goal is to close the gap between theory and practice, providing leaders with tools to inspire, motivate, and lead their teams through change while maintaining optimism (Saring et al., 2022). By incorporating EI into organizational transformation management, leaders can successfully navigate these changes and improve their businesses competitiveness. This literature review is a foundation for determining how to accomplish the project’s goals and enhance my approach.
2.2 Method for Discovering Literature
A literature review is a required research method that provides a comprehensive overview of literature related to a theme, theory, or practice. It is essential to synthesize prior studies to strengthen the knowledge base, especially regarding specific research topics (Paul & Criado, 2020). This study utilized databases like EBSCO, ABI, and Google Scholar to discover literature on EI, employee engagement, leadership effectiveness, and digital transformation in the retail industry. The search strategy focused on keywords and terms related to organizational performance, leadership effectiveness, and challenges and opportunities in the last five years. The most relevant and vital publication sources were identified for the search results. Similar to Mengist et al. (2020)’s work, this study aimed to draw meaningful conclusions about the impact of emotional intelligence on organizational change in the retail industry.
Creswell & Creswell (2017) suggested excluding untrustworthy sources like Wikipedia, newspaper editorial pages, and chat forums from selecting and evaluating articles in the retail industry context. Foreign government sources with little relevance were also excluded. Older articles could still be included if they provided relevant frameworks, theories, models, or historical contexts. The inclusion and exclusion criteria aligned with a business problem, project objectives, project question, and specialization domain of leadership and organizational development in the retail industry (Creswell & Creswell, 2017). Including the critical databases used, search terms, and inclusion and exclusion criteria for literature, this section describes the methods of discovering literature in a superior and logical manner and having a precise alignment between the topic and the specialization.
Table 1
Section 2 Literature Review Sources
Descriptions Scholarly Practitioner Totals
Within the Past 5 years 75 35 110
More than 5 years old 10 10 20
Totals 78 45 130
Sources unique to Section 2 45 20 65
2.3 Applied Frameworks
Researchers use applied frameworks to bridge the gap between theory and practice, translating theoretical ideas and research findings into practical tactics and solutions (Hoeft et al., 2021; Keramitsoglou et al., 2023). These frameworks offer a structured approach and straightforward advice, providing practitioners with the skills and resources to solve identified issues and bridge the practice gap (Liao et al., 2023).They are valuable tools or models that dictate how projects are carried out, or problems are resolved. Applied frameworks are designed for real-world situations, helping researchers understand problems, find alternative solutions, and evaluate their effectiveness (Hoeft et al., 2021). For example, a framework incorporating emotional intelligence could serve as a template for training leaders on effective organizational change management. A detailed description of applied frameworks will be presented, focusing on their relevance to the project topic, question, issue, and specialization.
In relevance to my project, applied frameworks can significantly influence leadership development. Leadership development frameworks aim to identify issues, gaps in practice, and potential solutions that may enhance leaders’ skills and capabilities to accelerate their performance and influence business results. (Sharma et al., 2021) An effective management system emphasizes innovation, service standards, and performance as an integral part of its leadership development framework (Cao et al., 2023; Malguri, 2021). Managers can gain the leadership skills necessary to face current and future challenges by acquiring leadership development frameworks emphasizing innovation, service standards, and performance (Malguri, 2021). By using the new techniques and methods generated from the framework, leaders can develop the skills and abilities they need to leverage EI and navigate change effectively. By further analyzing scholarly and practitioner frameworks in leadership development, forward-looking practices can be developed, promoting new methods and techniques leaders can employ to lead change and embrace digital transformations in the retail industry.
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Instructions and guidance
In 2.3.2 Applied Frameworks used in Practitioner Research
identify and critique the utility of frameworks found in the practitioner literature for addressing the gap in practice and the specific problem.
A best practice is to identify three frameworks (may or may not be the same three frameworks evaluated using scholarly literature) and describe how practitioners used the framework concepts in the context of your topic, problem, gap in practice, industry, and your specialization.
Describe the degree of usefulness each framework, or concepts within each framework, might have for your project.
As you develop content, consider these questions:
When was the applied framework concept(s) introduced in the practitioner literature?
How has the practitioners’ use of the concept(s) evolved?
What is the relevance of the concept(s) to addressing the problem anchoring the project?
Who contributed to the development of the framework in the practitioner literature?
Who raised the framework concepts and how has that individual or group of individuals contributed to the development of the applied framework?
Rubric with Competency Alignment: Comp 2. Synthesizes significant amounts of literature which connects topic, framework, problem, purpose, techniques, and gap into a cohesive, persuasive, and supporting foundation for a project proposal which is in the specialization area.
Proficient: Presents a synthesized review of the practitioner literature to describe primary and alternative frameworks in close alignment with the topic, problem, technique, gap in practice, and specialization.
Distinguished: Presents an organized and synthesized review of the practitioner literature to describe primary and alternative frameworks in expert alignment with the topic, problem, technique, gap in practice, and specialization
2.3.2 Applied Frameworks Used in Practitioner Research
Numerous frameworks have been developed in the practitioner literature to address the gap in practice and the specific problem of poor EI among retail company leaders. Leadership effectiveness and organizational transformation can be improved by using these frameworks and tactics (Alolabi et al., 2021). By developing and improving upon existing frameworks to address the lack of EI in retail leadership, organizations can create a culture that prioritizes EI, which can lead to better communication and collaboration between teams, increased employee engagement, and a heightened level of performance (Bal & Kökalan, 2022; Jelaca et al., 2022). Below are three frameworks used in practitioner research, including the Six Seconds EQ Model, the ADKAR Model, and Situational Leadership Model (SLII).
2.3.2.1 The Six Seconds EQ Model Framework
A comprehensive framework for developing emotional intelligence skills, the Six Seconds EQ Model was created by the Six Seconds Emotional Intelligence Network. As seen in Figure 5, this paradigm focuses on three essential competencies: “know yourself,” “choose yourself,” and “give yourself” (Freedman, 2022). “Know Yourself” is all about Understanding your assets, weaknesses, and desired changes is the “what.” Choose Yourself instructs the “how” by guiding action, influencing oneself and others, and operationalizing these ideas. Give Yourself provides the “why” by focusing on the reasons to respond, move in a new direction, and encourage others to join (Freeman, 2022). In the retail sector, practitioners have used this paradigm to enhance the EI of leaders and promote positive change within their organizations (Jelaca et al., 2022).
Figure 5
The Six Seconds Model of EQ Framework
Note: The Six Seconds Model of EQ is a three-part model created in 1997 to aid in developing emotional intelligence. It focuses on three fundamental goals: being more conscious, intentional, and purposeful. From “The six seconds model of emotional intelligence by J. Freeman. 2022, https://www.6seconds.org/2010/01/27/the-six-seconds-eq-model/
Individuals can use this framework to understand their emotions and reactions to external circumstances (Freedman, 2022; Miller, 2020). In addition, it encourages leaders to take a holistic approach to understanding their employees’ and customers’ needs. A Six Seconds EQ Model can assist leaders in negotiating challenging organizational transformations by enhancing their self-awareness, empathy, and relationship management (Freedman, 2022). With this in mind, the Six Seconds EQ Model can be a valuable tool for leaders who want to drive positive organizational change through a better understanding of their own emotions and those of their employees and customers.
2.3.2.2 ADKAR Model Framework
Prosci developed the ADKAR Model for change management, emphasizing individual, organizational transitions (Creasey, 2023; Malhotra, 2022). The ADKAR Model focuses on five principles: awareness of the need for change, desire to participate and support the change, knowledge of how to change, ability to implement the difference, and reinforcement to sustain the change (Johnson-Woods, 2023). As outlined in Figure 6, the process has five stages: Awareness, Desire, Knowledge, Ability, and Reinforcement (Kobets & Osypova, 2023). Practitioners in the retail sector use this framework to address issues of poor employee engagement and resistance to change (Creasey, 2023; Malhotra, 2022).
Figure 6
ADKAR Change Model Framework
Note: The ADKAR Model explains behavior change. Multi-level communication, change, knowledge, ability, and reinforcement are needed. From “Identification of factors for providing the higher education quality assurance for students.” by V., Kobets, and N., Osypova. 2023, International Journal for Quality Research, 17(1), 195-208. https://doi.org/10.24874/IJQR17.01-12
Through the ADKAR Model, leaders can learn to accept change and enhance their EI to manage transitions. The result is a more productive work environment where employees are more likely to take responsibility for their actions and take ownership of their roles (Johnson-Woods, 2023; Kobets & Osypova, 2023). Its usefulness and efficiency in directing change management initiatives have made the ADKAR model prominent in practitioner literature since Prosci introduced it (Creasey, 2023; Johnson-Woods, 2023; Malhotra, 2022). Low EI among retail business leaders can be addressed with the ADKAR Model by encouraging awareness and desire for change. A valuable tool for retail business leaders to gain better EI and manage change is the ADKAR Model.
2.3.2.3 Situational Leadership Model Framework
Paul Hersey and Kenneth Blanchard created the Situational Leadership Model, which stresses tailoring leadership methods based on followers’ maturity and readiness (Blanchard, n.d.). In Figure 7, SLII is a plausible framework that managers can use to assess the level of employee growth while adopting directive and supportive behaviors to encourage employee success, such as directing, coaching, assisting, and delegating(Blanchard, n.d).
Figure 7
SLII Model Framework
Note: SLII is a useful framework that managers may use to assess employee growth using directive and supporting behaviors, including coaching, delegating, and directing. From “A situational approach to Leadership by Blanchard. (n.d), https://www.kenblanchard.com/our-content/programs/slii
This model allows leaders to adapt their leadership style to fit each situation rather than taking a one-size-fits-all approach (Blanchard, 2020; Kruse, 2020). Also, it emphasizes how important it is to develop followers’ abilities and to support them on their journey to achieve their goals (Blanchard, 2020). Effective managers adapt their management style according to their workforce’s unique requirements and developmental stage (Bolarinwa et al., 2023). Leaders should also strive to create an environment where employees feel comfortable expressing their opinions and taking risks without fear of repercussions. (Liu et al., 2021)The retail sector can use this paradigm to create EI leaders who successfully lead their teams through change (Kruse, 2020). This approach will allow employees to take the initiative and develop their skills and abilities (Blanchard, n.d.). In challenging organizational transformations, the Situational Leadership Model teaches leaders how to modify their leadership style to offer guidance and support. Leaders who implement the Situational Leadership Model can encourage their team to embrace and adapt to change, enabling them to achieve their full potential.
Practitioners have contributed to developing and using these frameworks by applying them to real-life situations and sharing their experiences. Organizations like Six Seconds Emotional Intelligence Network, Prosci, and Blanchard have promoted and advanced the practical application of these frameworks within the retail sector. These ideas are crucial for retail organizations to deal with low EI and manage organizational change. Therefore, retail organizations must use these frameworks to effectively drive organizational change and increase EI.
