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Need help with italic bolded questions: 1.0 TOPIC 1.1…
Need help with italic bolded 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.
1.9 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.
2.4 Review of Scholarly Literature
Sections 2.4 and 2.5 will examine the scholarly literature to identify themes or trends related to managing complex organizational changes for retail executives with low EI, which results in lower employee engagement and performance. A comprehensive analysis will include earlier research efforts (before 2018) and more recent research (2018-2023). Therefore, the analysis will be able to identify any practice gaps and provide a solid rationale for a research project focused on understanding retail leaders’ perceptions of EI and its direct impact on organizational change. This endeavor will provide valuable insights into how EI contributes to successfully implementing organizational transformations and identifying opportunities for innovation and development.
2.4.1 Previous Scholarly Efforts to Address the Problem
Scholars have extensively examined low EI’s impact on leaders’ change management and employee performance. Scholars have identified three themes with their research, including employee engagement, change management, and employee performance. Many scholarly sources have examined these themes and how they relate to leaders leveraging EI (Bamberger et al., 2016; Goleman, 1996; Khaket, 2013; Lu et al., 2011; Salleh, 2009). These studies provide valuable insight into how employee engagement and organizational change are affected by low EI. The research found by the scholars in this section requires an understanding of what EI is and the relationship between employee engagement, change management, and performance. My study will build upon the findings from previous studies to provide a deeper understanding of how enhanced leaders’ EI can result in positive outcomes.
2.4.1.1 Emotional Intelligence
Scholars have emphasized the significance of EI in many different business settings. EI incorporates developing self-awareness, impulse control, empathy, and social agility (Goleman, 1996). EI is the ability to perceive, express, assimilate, comprehend, and regulate one’s own and other’s emotions (Mayer et al., 2000). EI has been studied through Specific-Ability and Integrative-Model approaches, which provide valuable insights into its nature and measurement (Mayer et al., 2008). Numerous scholarly sources (Goleman, 1996; Lucas et al., 2008; Mayer et al., 2000; Mayer et al., 2008; Yusof et al., 2014) have discussed the significance of EI in personal and professional development, emphasizing its potential for positive effects. There is evidence, however, that EI can be enhanced through training and interventions, which could lead to improvements in various areas, including managerial effectiveness, profit performance, and well-being (Goleman, 1998; Langhorn, 2004; Murray et al., 2005). Leaders can leverage EI to lead their teams if corporations are willing to invest in their development and could have some positive results.
Generally, scholars have mentioned that EI is associated with positive outcomes. Nikolaou and Tsaousis (2002) and Oginska-Bulik (2005) found a negative correlation between emotional intelligence and occupational stress and a positive correlation between EI and organizational commitment and health outcomes. Nikolaou and Tsaousis (2005) found a negative association between emotional intelligence and poor health and health-related behaviors. Montes-Berges and Augusto (2007) found that EI is a valuable skill that can help individuals cope with stress and improve their well-being and is recognized as a valuable skill that can positively impact personal and academic development (Ghahremani & Ostovar, 2017; Por et al., 2011). A variety of positive outcomes have been linked to EI, personally and professionally.
Many scholars have tried to measure EI to understand its effectiveness and allow leaders to leverage the measurement in their behaviors and actions. Siegling et al. (2015) utilized a psychometric method to identify problem dimensions of trait emotional intelligence, revealing five dimensions with no unique construct variance. Jing and Kang (2010) analyzed 804 samples from five Chongqing vocational institutes using K-means cluster analysis to identify five inner categories of vocational students. These findings provide the scientific foundation for developing more effective educational strategies. Then there needs to be an understanding of how to quantify EI.
Scholars have used different measurements to understand EI. Lani (2010) utilized 133 questions and a 5-point Likert Scale, the Emotional Quotient Inventory (EQI), a self-report instrument for assessing emotional and social functioning. Professionals and universities have considered the EQ-I valid and reliable (Marinaki et al., 2017; Tabrizi & Esmaeili, 2016). Research on EI has demonstrated that EI can be taught and positively affects people’s well-being and success in various aspects of their lives, including work and personal relationships (Ghahremani & Ostovar, 2017). In some studies, executives with low EI struggle to manage complex organizational changes; understanding the implications of EI is crucial (Gunduz, 2017; Kumar, 2011). Successful leadership and organizational change management require EI. Gunduz (2017) mentioned that highly emotionally intelligent leaders can handle organizational challenges like managing resistance, communicating differences effectively, and fostering a positive and adaptive work environment. By recognizing the positive outcomes associated with EI, such as reduced occupational stress, improved organizational commitment, and better health outcomes (Montes-Berges and Augusto, 2007; Nikolaou and Tsaousis, 2002; Oginska-Bulik, 2005), there can be an exploration of how leveraging EI can benefit organizational change implementation and employee engagement. EI is something that leaders can leverage within any organization that is rapidly changing.
2.4.1.2 Change Management
An individual’s EI plays a vital role in their ability to manage change effectively. Research shows that EI can assist employees in adapting to organizational changes, such as mergers (Salleh, 2009). Additionally, EI training interventions have increased EI scores among medical workers and improved patient satisfaction (Bamberger et al., 2016). Some studies support the relevance of EI to change management (Bamberger et al., 2016; Salleh, 2009). Furthermore, scholars have emphasized the importance of EI in leadership development, emphasizing its role in nurturing emotionally competent leaders (Horton-Deutsch and Sherwood, 2008; LaCivita and Wilson, 2008). Hong et al. (2011) discovered that people with high EI and leadership motivation were likelier to emerge as leaders in group discussions and long-term initiatives. These scholarly findings only validate the need to invest in development for retail leaders to help them navigate change. So understanding the connection between evolution and EI can be beneficial.
Scholars have widely acknowledged the connection between emotional intelligence and effective change management. Researchers have found that high levels of EI positively contribute to leadership styles and behaviors during organizational changes (Jamal, 2014; Vlah & Vorkapic, 2017). EI has also been associated with enhanced adaptability to change (Fabio & Gori, 2016; Vahidi et al., 2016) and intelligent decision-making in dynamic business environments (Yadav, 2014). Ramos et al. (2007) discovered that people with higher perceived emotional intelligence (PEI) experienced fewer negative emotional responses and intrusive thoughts after an acute stressor, allowing them to adapt to the experience readily. Yadav (2014) suggested that EI plays a significant role in intelligent decision-making and is the attribute most required in today’s rapidly changing business environment. Change management is correlated with EI, according to the consensus. Higgs and Rowland (2002) discovered robust correlations between EI and change leadership competencies. Dhingra and Punia (2016) found that self-awareness and self-management, two dimensions of EI, substantially predict and contribute to change management skills. It has been shown that integrating EI into change management philosophies can improve employee performance and productivity (Chrusciel, 2006). In today’s rapidly changing business environment, effectively managing change is crucial for organizations to thrive. Leaders with high levels of EI are better equipped to navigate and lead change successfully. EI does bring more benefits to not only leaders but humans as well.
Other scholars have studied the benefits of EI to different human behavior factors. Maleki et al. (2011) discovered a correlation between EI and general health, indicating that enhancing EI can boost public health. Substantial negative correlations were observed between EI, physical complaints, and anxiety. The quantitative study by Trejo (2016) discovered positive correlations between EI competencies and project management outcomes, indicating that EI competencies can predict project outcomes. The correlation between transformational and transactional leadership styles was moderate in Arunima et al.’s (2014) investigation of EI and leadership styles among healthcare professionals. Effective EI and leadership training can assist healthcare professionals in developing strong leadership qualities. A growing body of research suggests that EI can substantially influence leadership styles and behaviors in change management. This indicates that managers with higher levels of EI are likelier to exhibit effective leadership behaviors and techniques, which can positively impact their employees and the overall success of change initiatives. The relationship between EI and change management is raised in this context.
Understanding the relationship between EI and change management, the subject of my study, which focuses on retail executives dealing with complex organizational changes, is essential. It is important to understand that EI plays a crucial role in leadership during change initiatives and positively affects adaptability to change. There can be an exploration of how improving EI among retail leaders can lead to better implementation of changes and increased employee engagement and performance.
2.4.1.3 Employee Performance
Lu et al.(2011) concluded from their study that EI positively impacts performance, correlated to job satisfaction, motivation, and engagement. According to Khaket (2013), EI is associated with increased optimism, decreased depression, and decreased impulsivity. Emotionally intelligent personnel have greater job satisfaction and organizational loyalty. Rexhepi and Berisha (2017) sought to determine the relationship between EI and employee performance. Their study of 265 respondents from private and public institutions demonstrates the significance of EI in employee performance. EI is correlated with optimism, despondency, impulsivity, and the index of managing change (Khaket, 2013). Multiple studies have demonstrated that EI is essential to employee performance (Rexhepi & Berisha, 2017; Shafiq & Rana, 2016). Employees with high EI are more likely to perform well in their roles and exhibit higher levels of job satisfaction. These findings align with the research conducted by Hakkak et al., (2015) and Munir Azam (2017) that EI has positive and significant effects on occupation performance, organizational effectiveness, and overall work performance. There are strong connections between EI and employee performance. The results of research studies have consistently shown that EI contributes to a higher level of employee engagement, motivation, and job satisfaction (Lu et al., 2011). It has been shown that EI is associated with higher optimism, reduced depression, and greater impulse control, contributing to greater job satisfaction and organizational loyalty (Khaket, 2013). Rexhepi and Berisha (2017) sought to determine the relationship between EI and employee performance. Their study of 265 respondents from private and public institutions demonstrates the significance of EI in employee performance. EI is correlated with optimism, despondency, impulsivity, and the index of managing change (Khaket, 2013). Several studies have examined the relationship between EI and employee performance, consistently supporting a positive effect of EI on work performance (Rexhepi & Berisha, 2017; Shafiq & Rana, 2016). Hakkak et al. (2015) also reported positive and significant effects of EI on occupational performance, organizational effectiveness, and overall work performance. This demonstrates how leveraging EI can benefit an organization’s success, and it is also essential to understand the effects of EI on job performance.
Scholars have evaluated the effects of EI on job performance numerous times. Several studies have proposed a theory that integrates emotional perception, comprehension, and regulation to explain variance in job performance beyond cognitive ability and personality (Hakkak et al., 2015; Joseph & Newman, 2010; Sydney-Agbor et al., 2014). The compensatory model strengthens the positive relationship between EI and job performance as cognitive intelligence decreases (Côté & Miners, 2006). Emotionally intelligent people receive higher merit increases, higher company ranks, and better ratings for interpersonal facilitation and stress tolerance (Lopes et al., 2006). EI is a crucial aspect of job performance (Herpertz et al., 2016; Singh & Kumar, 2016). Multiple studies indicate that EI is positively and substantially associated with employee performance (Herpertz et al., 2016; James, 2011; O’Boyle et al., 2010). While most research supports a positive relationship between EI and employee performance, it is crucial to recognize that some studies or perspectives may present a different view due to population, sample size, and other cultural factors (Sony & Mekoth, 2016). The relationship between EI and employee performance may differ from alternative perspectives or studies. My study focuses on retail executives with low EI who struggle to manage complex organizational changes and requires an understanding of the impact of EI on employee performance. Considering the positive correlation between EI and job performance, retail leaders can improve their EI to improve staff engagement, performance, and organizational effectiveness (Herpertz et al., 2016; James, 2011; O’Boyle et al., 2010). While most research supports a positive relationship between EI and employee performance, it is crucial to recognize that some studies or perspectives may present a different view due to population, sample size, and other cultural factors (Sony & Mekoth, 2016). The relationship between EI and employee performance may differ from alternative perspectives and studies.
2.4.1.4 Conclusion
This section highlights the importance of EI in addressing the challenges faced by retail executives when managing complex organizational changes, which can result in decreased employee engagement and performance (Holbeche, 2019; Naong & Naong, 2022; Ojo et al., 2021). EI is consistently highlighted as a valuable, trainable skill with positive implications for personal and professional development in scholarly sources (Lucas et al., 2008; Mayer et al., 2000; Yusof et al., 2014). EI training has improved personal and professional outcomes, enabling individuals to adapt to new situations and effectively lead change initiatives (Langhorn, 2004; Murray et al., 2005). EI enables individuals to adjust to new conditions and lead change initiatives effectively. Several studies have demonstrated that managers with high levels of emotional intelligence exhibit effective leadership behaviors and techniques, which can positively affect employees and change initiatives (Bamberger et al., 2016; LaCivita & Wilson, 2008; Salleh, 2009). A positive relationship has also been observed between employee performance and EI, with employees with a higher EI demonstrating better job performance, greater job satisfaction, and greater organizational effectiveness (Khaket, 2013; Lu et al., 2011; Rexhepi & Berisha, 2017). By identifying the practice divide, this project aims to develop and implement innovative strategies to enhance EI, thereby increasing staff engagement and performance during complex organizational changes. The study focuses on improving retail executives’ EI competencies during complex organizational changes. This is done by understanding the positive impact of EI on change management and employee performance. My project aims to bridge the practice gap and improve staff engagement and performance in challenging situations by developing and implementing innovative strategies to enhance EI.
2.4.2 Current Scholarly Efforts to Address the Problem
Research has examined the impact of different levels of EI on leadership styles, motivation, and digital transformation. This section aims to investigate how these themes directly relate to the business problem by examining the work of current scholarly researchers who have addressed these topics. An analysis of how the issues were addressed and the degree of success or failure in overcoming them is presented in the review. Moreover, it highlights disagreements among academic researchers regarding data collection methods and instruments, providing insight into both agreement and conflict within the field. My study will focus on retail executives with low EI struggling to manage complex organizational changes to understand the findings of these current scholarly efforts. This analysis aims to enhance the EI competencies of retail leaders, empowering them to navigate organizational changes successfully and improve overall performance by building on existing knowledge.
2.4.2.1 Leader Motivation
There is a connection between EI and leader motivation. Researchers have shown that leaders who can relate to their employees on a deeper level motivate them more effectively (Aziz et al., 2019; Jin et al., 2020; Masaldzhiyska, 2019; Yuste, 2021). High-EI leaders recognize and understand their employees’ emotions, enabling them to tailor motivational strategies accordingly (Andrabi & Rainayee, 2020). The management of emotions and communication with their subordinates by influential leaders wit
