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Please help with bolded italic questions: 1.0 TOPIC 1.1…
Please help with bolded italic questions:
1.0 TOPIC
1.1 Introduction
Employee performance and disengagement are hampered due to retail business executives’ lack of emotional intelligence (EI) during significant organizational change (Ojo et al., 2021). Businesses have lost 7% of their annual revenue since 2020 when they fail to embrace change (Blanchard, 2020). After an organizational transformation in 2022, approximately 32% of employees feel engaged, while 18% feel actively disengaged (Gonzales, 2023). Since 2020, there has been an annual increase in active disengagement (Gonzales, 2023). Leaders must act as catalysts for change by inspiring and motivating their teams to initiate and implement organizational changes (Sampson et al., 2021). Leaders are entrusted with overcoming obstacles and instituting change within their organization or institution, but they need more EI (Issah, 2018). EI enables leaders to assess group members’ feelings and take the appropriate steps to enhance performance (Sampson et al., 2021).
Businesses have an opportunity to develop EI in their leaders to navigate organizational change effectively (Issah, 2018). Leaders need help with the ability to leverage EI; specifically, CEOs and other top levels of an organization must provide their leaders with the right skills to implement changing strategies effectively (Schiuma et al., 2021). EI involves an openness to new ideas, an acceptance of learning, and an ability to take calculated risks. EI also consists in being humble enough to ask for help and advice at the appropriate times (Issah, 2018). Leaders must cope with the stress and uncertainty accompanying change, maintain a positive attitude, and remain focused on the organization’s vision despite differences (Eliot, 2020; Hillmann & Guenther, 2021). Organizational success depends on its ability to adapt to change, as organizations that do not change leadership practices are likely to experience high turnover rates, corporate growth, and unethical work practices, ultimately leading to adverse workplace events (Yanchus et al., 2020).
1.2 Problem of Practice
The general problem is that organizations struggle to adapt to changes in their working environment, which results in their failure to meet strategic goals (Harsch & Festing, 2020). Due to intense competition, unpredictable consumer demands, and rapid technological development, organizations face difficulties sustaining their competitiveness and are hesitant to change, directly affecting meeting their results (Singh, Goel, et al., 2022). A culture of innovation, collaboration, and continuous improvement is essential for leaders to ensure their organizations remain competitive in the future (Olughor, 2023; Zighan & Ruel, 2023). Organizations must change their procedures, structure, and culture to adapt. These changes are laborious, time-consuming, and expensive (Hillmann & Guenther, 2021). Organizational leaders may also oppose change internally, making adjusting harder (Harsch & Festing, 2020; Hillmann & Guenther, 2021). Business leaders require support adapting to rapid business changes. Organizational leaders must find ways to manage the change that will be concurrent with meeting their strategic goals (Mamouni Limnios et al., 2014).
The specific problem is low EI among retail business executives, which lowers their ability to navigate complex organizational change, resulting in decreased employee performance and engagement (Ojo et al., 2021). Leadership affects employee retention, customer satisfaction, and productivity (Slezak, 2023; Smedley, 2021). In 2021, Employee disengagement significantly impacted a company’s bottom line, with a 10% boost in customer ratings and a 20% improvement in sales outcomes (Smedley, 2021). Low employee involvement and morale suggest a problem and low confidence lowers employee performance (Slezak, 2023). In 2023, disengaged employees will cost organizations $450 to $500 billion annually, and only 30% of U.S. workers will be engaged and inspired (Slezak, 2023). A high-engagement company is 87% less likely to lose its employees in 2023 than its competition (Slezak, 2023). Without leadership, employees might feel overwhelmed and disengaged during organizational transformation, which lowers productivity and morale (Ojo et al., 2021). Organizational change requires better leadership (AlNuaimi et al., 2022). Businesses that lack effective leadership suffer revenue, market share losses, and decreased consumer loyalty (Frankiewicz & Chamorro-Premuzic, 2020; Ojo et al., 2021).
1.3 Gap in Practice
The gap in practice is that retail business leaders need more EI to deal with complex organizational changes, which necessitates interventions to enhance their leadership abilities (Holbeche, 2019; Naong & Naong, 2022). Many company executives need EI to cope with complicated transitions and receive proper training to boost their chances of success, resilience in the face of setbacks, and openness to learning new skills through upskilling initiatives (Naong & Naong, 2022; Ojo et al., 2021). Therefore, decreased employee performance and disengagement hinder the organization’s ability to adapt to new situations and achieve its goals (Hillmann & Guenther, 2021). Practitioners have noted that leaders must improve their skills to manage change, develop mindfulness and compassion, embrace resilience, and demonstrate that to their teams (Aránega et al., 2023; Eliot, 2020; Levey & Levey, 2019). COVID-19 has altered how an organization must operate in our turbulent times, causing inflation and job losses, and with technological advancements and digital transformation, many companies are downsizing to remain competitive and profitable (Giunta, 2023). Developing leaders’ capabilities of inspiring and leading their teams through change, maintaining a positive attitude, and effectively managing the process can benefit organizations (Holbeche, 2019). EI leaders are resilient, motivated, unlikely to burn out, and have better social interactions and fewer workplace conflicts (Kumari et al., 2022). Interventions and strategies are necessary to enhance the strength of leaders within organizations, bridging the gap and improving organizational performance during times of change (AlNuaimi et al., 2022).
Organizational leaders like the CEO and higher-level leaders must provide adequate support and guidance to ensure themselves and their managers develop the right skills to navigate complex organizational change effectively, leading to better decision-making and reduced organizational inefficiency (Lo et al., 2020; Ngayo Fotso, 2021). Additionally, corporate leaders must create an environment that enables employees to take risks and innovate, ultimately leading to the advancement of the organization (Lo et al., 2020). Addressing the gap in practice of this capstone study will potentially alleviate the problem that business leaders need to leverage EI to enhance their skills to navigate complex organizational change. Ultimately tackling the specific business problem of this capstone project will result in increased employee performance and engagement and provide strategies for the problem of corporate leaders who find it challenging to adapt to changes in their operating environment, which results in their inability to achieve strategic goals (Harsch & Festing, 2020; Ojo et al., 2021).
1.4 Purpose of the Project and Project Questions
The purpose of this qualitative inquiry is to explore the perspectives of U.S. retail business executives regarding the strategies to improve their level of EI for effectively navigating complex organizational change to improve employee performance and engagement.
PQ: What are the perspectives of U.S. retail business executives regarding strategies to improve their level of EI for effectively navigating complex organizational change to improve employee performance and engagement?
1.5 Preliminary Terms and Definitions
Digital Transformation. Digital transformation is a company’s change that combines digital technologies and is not the same as digitization, changing the material from analog to digital (Kraus et al., 2021).
Emotional Intelligence (EI). EI is the ability to control or redirect disruptive impulses and moods, suspend judgment, pursue goals, understand emotional makeup, treat people according to their reactions, build rapport, self-confidence, realistic self-evaluation, humor, trustworthiness, openness to change, drive to achieve, optimism, organizational commitment, and expertise in developing and retaining talent (Goleman, 1996, 2009, 2019).
Employee Disengagement. Employee disengagement is job unhappiness that leads to employees needing more involvement with the organization, a culture directly influenced by leadership, not creating a safe environment, and employees needing more motivation (McCrae, 2020).
Employee Performance. Employee performance is defined as the performance of employees and is conceptualized as a multidimensional construct composed of task performance and organizational citizenship behavior (Meijerink et al., 2021). Job descriptions specify task performance, while organizational citizenship behavior is discretionary (Meijerink et al., 2021).
Organizational Change. Organizational change is modifying structural elements to address operational costs, productivity, and service quality deficiencies; its success requires honesty and buy-in (Hubbart, 2023).
1.6 Project Justification
The justification for undertaking this project is to assist business leaders in navigating complex changes through EI (Goleman, 2019). This project may provide leaders with critical insights, tools, and strategies that will assist them in better managing and understanding their teams. This project could help leaders be more effective in their decisions and better equip them to lead in a changing environment (Cui, 2021). When employees are disengaged and perform poorly, organizational adaptation and goal achievement are hindered (Hillmann & Guenther, 2021). A leader’s role is to inspire and guide their team through change while maintaining a positive outlook and effectively managing the process (Mansaray, 2019). A significant gap in practice is that retail business leaders need more EI to cope with complex organizational changes (Holbeche, 2019; Naong & Naong, 2022). A qualitative research approach is justified for this project since there is an exploration of leaders’ perspectives regarding leveraging EI and its direct impact on organizational change.
An in-depth understanding of participants’ experiences and subjective interpretations can be gained through qualitative research, especially in addressing identified gaps in practice (Sutton & Austin, 2015). Qualitative methods are crucial to capture nuanced responses from individuals in leadership roles, especially when examining how organizations build new skills among their leaders and navigate effective organizational change, which requires a thorough analysis (Halkias & Neubert, 2020; Oriarewo et al., 2019). Scholars and business practitioners can use this exploration of the project question to learn how to build an emotionally intelligent leadership culture in their organizations (Kaur & Hirudayaraj, 2021; Mansaray, 2019). Leaders responsible for managing change and improving organizational performance and competitiveness will benefit from the research outcomes and see the value since understanding perspectives only allows change to be implemented (Beer, 2023). The study provides an opportunity to identify and recognize the concept of EI in the workplace and leverage the idea and application to create a competitive advantage. EI encourages leaders to balance rational and emotional decision-making, leading to more effective and successful change initiatives.
1.7 Preliminary Project Framework
An applied framework will be used in this qualitative inquiry project. A discipline’s applied framework is its support structure (HCI Research for All, 2022). Business and general management in retail is the specific domain for this applied framework. To use the framework, a widespread business problem with a particular scope must be considered (HCI Research for All, 2022). A skill strategy that provides leaders with insights, tools, and techniques to better manage and understand (Cortellazzo et al., 2019). An illustration of the project’s components can be found in the adapted framework created in Figure 1. This framework will guide the study and provide ten capabilities for improving performance and engagement. Figure 1 illustrates the key concepts of this qualitative capstone project. This created and adapted framework is aligned with my capstone topic of how organizations can develop emotionally intelligent leaders to navigate organizational change effectively based on the perspectives of successful individuals in retail leadership roles.
Figure 1
Leading with Emotional Intelligence
Note: Combining these applied frameworks, EI competencies, and the theory of centered leadership can help leaders navigate change confidently and create a more positive and productive work environment.
The applied framework’s core components include self-awareness/meaning, self-regulation/managing energy, social skills/engaging, empathy/connecting, and motivation/positive framing (Goleman, 1996, 2009, 2019; Guruleva, 2021). EI helps leaders inspire, motivate, and comprehend their teams and enhances resilience (Drigas & Papoutsi, 2019). EI fosters trust, respect, understanding, and collaboration, which improves decision-making, productivity, and creativity in the workplace (Drigas & Papoutsi, 2019).
To explain the dual components of the applied framework, Goleman (1996, 2009, 2019) defined self-awareness as knowing emotions and planning realistically. Leaders must be storytellers to inspire and demonstrate meaning (Guruleva, 2021). Self-regulation includes self-control, trustworthiness, mindfulness, and adaptability to help manage a leader’s energy (Guruleva, 2021). Social skills complement how leaders engage, influence, communicate, deal with conflict management, inspire change, and create an environment of collaboration and teamwork (Goleman, 1996, 2009, 2019; Guruleva, 2021). Goleman (1996, 2009, 2019) defined empathy as sensitivity to others’ feelings and needs, which helps them connect to build team relationships. Motivation helps leadership to inspire success, take the initiative, and foster hope, which creates job satisfaction and dedication (Goleman, 1996, 2009, 2019; Guruleva, 2021). Motivation and positive framing help leaders identify opportunities amid change and uncertainty (Guruleva, 2021). To address the gap in practice for this project, Figure 1 combines EI competencies with the centered leadership theory that clearly will provide a foundation for leaders to navigate change (Barsh et al., 2010; Goleman, 1996, 2009, 2019; Guruleva, 2021).
Throughout this project, I will focus on these five dual components in Figure 1 to plan, focus, and achieve the desired state for business leaders who need EI to navigate complex organizational changes, increase employee engagement and performance, and achieve strategic objectives (Harsch & Festing, 2020; Ojo et al., 2021). The framework can be used as a roadmap to identify problems, gaps in practice, and potential solutions that might benefit leaders in different industries. A qualitative capstone inquiry might provide leaders with data and resources to answer the how and why of implementing EI to enhance embracing change at work. By investigating the relationship between EI and embracing change, leaders can better understand how to optimize their workplace environments and foster creativity and innovation.
1.8 Preliminary Project Plan
For the capstone project, I aim to investigate the difficulties and strategies associated with the need for more emotional intelligence in leadership regarding change management in retail. A sampling strategy will be employed to select retail leaders from disparate backgrounds, channels, and levels of leadership. First, I will use semi-structured interviews to collect in-depth and specific information from participants regarding strategies and techniques for developing emotional intelligence. Leaders must create a culture that encourages innovation and risk-taking, foster an environment of collaboration and open communication, provide resources and support to enable their teams to implement innovative ideas, remain flexible and open to new ideas and approaches, and provide feedback and guidance to their groups (Cortes & Herrmann, 2021). To further the research of Karreinen et al. (2023) by examining leadership during the pandemic, the same interview format will be used with leaders.
Next, participants will be recruited, and data will be collected and analyzed over 6-8 weeks. The proposed completion date for this capstone project is March 2024. This timeframe will allow me to complete my topic development by July 2023. The literature review for this project will be completed by the end of August 2023. Following my proposal and IRB approval in September 2023, I will begin collecting and analyzing the data for this qualitative inquiry. There will be six steps to complete this capstone project. The last section of the project is the analysis and reflection phase, which should be completedby late November 2023. The presentation and discussion of the study results will be completed by February 2024. Retail leaders will be the key stakeholders for this qualitative capstone project. The outcome of this study depends on leaders’ input to adequately address this problem and gap in practice. To collect primary data, I will interview 10-12 diverse retail leaders who lead change and understand their level of EI. Leveraging EI in the workplace might open doors to more training opportunities and leadership development.
To collect data, qualitative interviews will be conducted with retail leaders from various organization channels to understand their perspectives on strategies and practices for developing EI and navigating organizational change effectively. This study will be similar to Peesker et al. (2019)’s qualitative research exploring the relationship between sales leader behaviors and sales performance. The objective is to acquire a more comprehensive understanding of the difficulties and strategies associated with leaders’ EI and change management and their effects on performance and productivity. Creating a semi-structured interview protocol, selecting participants with relevant experiences and diverse perspectives, conducting interviews, recording interviews, and analyzing data using theme analysis are the primary steps in collecting data through qualitative interviews.
Braun and Clarke’s (2006) thematic analysis will be used after IRB approval. Research involves immersing oneself in the data, identifying themes, and developing categorizations (Creswell & Creswell, 2017). Transcribing the interviews is the first step (Bickerich et al., 2018; Braun & Clarke, 2006). As part of the analysis process for spoken data, this step focuses on the responses, how they correspond with the project questions, and the importance of the leaders’ attitudes (Braun & Clarke, 2006). By reading the transcriptions twice, I can become familiar with the data (Braun & Clarke, 2006).
Assess the alignment between themes, patterns, and leaders’ perspectives (Braun & Clarke, 2006). Use a coding strategy to categorize and designate significant components of the data (Braun & Clarke, 2006). By hand or with qualitative analysis tools, apply the codes to the transcriptions (Bickerich et al., 2018; Braun & Clarke, 2006).Finally, searching for patterns in the coded data using a theme development process is essential (Braun & Clarke, 2006). Overarching themes are generated by grouping related codes and reflecting leaders’ perspectives on resilience development and change management (Braun & Clarke, 2006). Emotional intelligence identifies the themes of agility, resilience, forward-thinking transformation, and adversity (Schiuma et al., 2021). In qualitative interviews, Herberg and Torgersen (2021) used thematic analysis to identify explicit and implicit content related to individual qualities and competencies, which will be imperative for this study. Finally, Braun and Clarke (2006) mentioned that interpretation and synthesis would apply the themes to the project’s questions and objectives. This study will help infer how emotionally intelligent leaders perceive and operate. According to Anderson (2010), qualitative data should be presented using illustrative quotes and describing their selection and labeling process, which will add to this study.
1.9 Summary
Lack of EI among retail business executives during considerable organizational change hinders employee performance and disengagement (Ojo et al., 2021). Refusing to change costs companies 7% of their yearly revenues (Blanchard, 2020). Leaders must act as change catalysts by encouraging and motivating their employees to propose and carry out organizational changes (Sampson et al., 2021). EI includes the capacity to take calculated risks, embrace learning, and be open to new ideas (Issah, 2018). Despite differences, leaders must remain optimistic, focus on the organization’s vision, and manage the stress and uncertainty of change (Eliot, 2020; Hillmann & Guenther, 2021).
The ability of a company to adapt to change is essential to its performance, as firms that maintain their leadership methods are likely to encounter high employee turnover rates, corporate expansion, and unethical business practices (Yanchus et al., 2020). My study investigates the viewpoints of successful people in retail leadership roles regarding organizations’ tactics and procedures to create leaders who can successfully manage organizational transformation. In-depth and detailed information about participants’ methods and practices for enhancing EI and successfully navigating organizational change will be gathered from them through semi-structured interviews for the study.
The project’s findings will give leaders crucial perceptions, instruments, and tactics to help them better manage and comprehend their teams to make better decisions and be more productive in a changing environment. Completing this project will enhance my professional standing by providing insights and recommendations within the retail industry that will assist in navigating organizational change. By leveraging EI, this project will provide insight into the managers’ perspective on managing change in the retail sector. Moreover, retail executives will be able to observe how EI can increase employee engagement and productivity. Combining two existing frameworks, an applied framework was developed to address the specific problem and gap in practice. This study may also show retail businesses how EI can be profitable and productive if they engage and invest in leadership development and communities of practice.
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). More importantly, the review will explore the influence of EI on leadership effectiveness when managing change, employee engagement, and organizational performance. 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, navigating organizational change, emotional perception and regulation, and specific concerns of low EI 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 & Vance, 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.
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 (Holbeche, 2019; Naong & Naong, 2022; Ojo et al., 2021). Technology, consumer preferences, and competition are changing the retail industry (Bonfrer et al., 2022; Domingos & Pereira, 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
2.3 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 issues, 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.
2.3.1 Applied Frameworks Used in Scholarly Research
Numerous frameworks have been put out and employed in the academic literature to address the gap between theory and practice (Holmbukt et al., 2023). In addition, they address the specific issue of low EI among retail company leaders. It is important to note that these frameworks contain helpful ideas and techniques that can be used to enhance leadership effectiveness and handle complex organizational transformations (Türk, 2023). In academic research, three distinct frameworks have been applied: the Goleman Emotional Intelligence Framework, the Change Management Framework, and the Centered Leadership Framework. These frameworks provide valuable insights and strategies for addressing low EI among retail company leaders and will be advantageous for developing a final applied framework for this project
2.3.1.1 The Goleman EI Framework
Among the most well-known EI frameworks is the Goleman EI Framework, created by Daniel Goleman and introduced into scholarly literature in 1996. EI is a complex theoretical concept that has evolved in the academic literature (Gayathri & Meenakshi, 2013). Traditionally, people with high reasoning skills were considered intelligent, but now researchers see emotion and reason interconnected, with cognition preceding emotions (Gayathri & Meenakshi, 2013; Ostrovska et al., 2021). EI has gained popularity as evidence of people with good IQs sometimes failing and those considered stupid succeeding in their fields. (Gayathri & Meenakshi, 2013; Pishghadam et al., 2022) It includes five components: self-awareness, self-regulation, motivation, empathy, and social skills, outlined in Figure 2. Emotional intelligence encompasses self-awareness, self-management, social awareness, and relationship management (Goleman, 2019; Riopel, 2023). Self-awareness involves understanding emotions, while self-management requires honesty, integrity, and managing disruptive emotions. Social awareness involves understanding others’ perspectives and leadership (Goleman, 2019; Riopel, 2023). Relationship management requires teamwork, collaboration, leadership, and persuasion tactics (Goleman, 1996, 2009, 2019). Assessed EI emphasizes the importance of understanding and managing emotions (Chaidi & Drigas, 2022).
Figure 2
Goleman’s EI Framework Model
Note: Goleman’s Emotional intelligence encompasses self-awareness, self-management, social awareness, and relationship management from “Emotional intelligence frameworks, charts, Diagrams & Graphs.” By Riopel L. 2023 PositivePsychology.com. https://positivepsychology.com/emotional-intelligence-frameworks/
EI is a set of skills that can be developed and improved over time (Riopel, 2023). EI directly aligns with the project of developing low EI and leveraging it as a catalyst of change. Goleman’s four-branched framework of twenty emotional abilities was based on Salovey and Mayer’s findings (Gayathri & Meenakshi, 2013; Salovey & Mayer, 1990). Goleman felt that emotional intelligence, a latent inborn aptitude, develops these competencies (Goleman, 2019; Salovey & Mayer, 1990). Influential leaders with high emotional intelligence and good interpersonal, social, and team-building skills develop relationships with colleagues, officials, and subordinates (Goleman, 2019). According to research, the framework has been applied to many different studies and identified that leader skills could contribute to the improvement of interpersonal relationships, the facilitation of decision-making, the enhancement of well-being, and the pr
