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Need help with the synthesis of the research below: A…
Need help with the synthesis of the research below:
A synthesis of the literature occurs when the researcher combines, compares, and contrasts the findings, theories, themes, gaps, and opinions found in the topical literature, analyzes, and evaluates the compared and contrasted literature, and draws new conclusions from the analysis and evaluation.
As you develop Section 2.6, you will combine, compare, contrast, critically analyze, evaluate, and interpret the literature on your topic and industry within your specialization to provide a synthesis of the literature.
Questions to ask when conducting a critical analysis:
What is context and background of the topic and problem?
Do the authors of the literature provide credible evidence?
What are the limitations of the authors’ research?
Do the authors of the literature provide a constant and consistent discussion, resulting in valid, trustworthy findings and conclusions?
Who is affected, involved, and interested and why?
How, when, where, and why does this problem or issue occur?
What was the progression of the problem or issue and why did the progression occur?
What are the implications resulting from the problem or issue?
What can be learned from evaluating the problem or issue?
Expose the similarities and differences between the literature authors’ opinions, findings, and theories. Compare and contrast the literature authors’ opinions, findings, and theories, clearly denoting who agrees with who, who built on the previous work of who, who disagrees with who, and who takes an alternative stance to the industry norm or standard as related to your topic and problem.
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, we 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
Research has extensively examined the impact of low EI on leaders’ change management and employee performance. Three themes are identified in this section: employee engagement, change management, and employee performance. Many scholarly sources have examined these themes and how they relate to business problems. Considering these studies, we can gain valuable insight into how low EI affects employee engagement and organizational change. There is extensive literature on the importance of EI and its impact on employee performance in effective change management. Diverse perspectives are offered on how organizational change can either be facilitated or hindered by leaders’ EI levels. Our research requires understanding 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 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; Humphrey et al., 2007; 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 academic development, emphasizing its potential for positive effects. There have been debates regarding the promotion of EI in schools, with questions raised about its teachability and potential impact on emotional health, academic achievement, and other outcomes (Humphrey et al., 2007). 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.
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. Lani (2010) utilizes 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 academics, work, and personal relationships (Ghahremani & Ostovar, 2017). As the study focuses on retail executives with low EI who struggle to manage complex organizational changes, understanding the implications of EI is vital. 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.
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). Many 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.
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 & 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 who possess high levels of EI are better equipped to navigate and lead change successfully.
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.
Understanding the relationship between EI and change management, which is 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. We can explore how improving EI among retail leaders can lead to better implementation of changes and increased employee engagement.
2.4.1.3 Employee 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, with the results 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 be beneficial to an organization’s success.
Scholars have evaluated the effects of EI on job performance numerous times. Several studies have proposed a theory that integrates emotion perception, comprehension, and regulation to explain variance in job performance beyond cognitive ability and personality (Joseph & Newman, 2010). The compensatory model strengthens the positive relationship between EI and job performance as cognitive intelligence decreases (Côté & Miners, 2006). Emotionally intelligent people tend to 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. As a result of the positive correlation between EI and job performance, we can explore how improving EI in retail leaders can result in improved staff engagement, performance, and overall organizational efficiency.
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 (Humphrey et al., 2007; 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 situations 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 enhancing 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 examine 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 disagreement within the field.
My study must 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 with high EI can reduce stress and emotional distress among employees (Hassan et al., 2022). Study findings by Alzyoud et al. (2019) showed that leaders’ EI increases employee engagement and job satisfaction. Leadership with high EI can provide team members with the necessary support and tools to improve their motivation and performance, according to Hwang et al. (2021). Further, EI leaders create environments that are supportive, motivating, and optimistic (Hwang et al., 2021). Motivation is crucial to employee performance and satisfaction in today’s dynamic and competitive work environment (Cahyadi et al., 2022). In order to achieve this, it is essential to cultivate a culture of trust, open communication, and collaboration, as well as the ability and motivation to adapt to change. Leaders in EI provide personalized feedback and recognition to their employees, understanding their emotional needs (Shen & Lei, 2022). This evidence clearly validates that EI can cultivate motivation in a positive manner for any leader willing to leverage it in their behaviors.
Leaders can uniquely use EI. The development of EI does not hinder leadership success (Lambert, 2020; Shen & Lei, 2022). A significant influence of EI on leadership success has been shown by Dadhabai et al. (2022) and Nayee (2021). Regardless of their decision-making and leadership abilities, leaders with high EI can manage challenging situations calmly and effectively. Their role is crucial in creating a positive and motivating work environment, understanding and meeting the needs of their employees, providing personalized feedback and recognition, and managing conflicts and crises (Yuste, 2021).
Furthermore, scholars have identified a correlation between high EI and leader motivation to implement change (Raman et al., 2021; Shen & Lei, 2022). A leader with a high EI recognizes the need for change and understands how employees may react during times of change. As a result, they can effectively communicate the rationale and benefits of change, alleviating resistance and fostering a positive attitude toward it (Kolomboy et al., 2021). High EI is indispensable for organizational success and performance (Colwell, 2019). A leader who understands and manages his or her own emotions and those of their followers will create a positive work environment, drive change, and foster a positive attitude toward change.
2.4.2.2 Digital Transformation
Leadership and managing digital transformation have become polarized in recent years. It is clear that digital transformation poses challenges for leaders (Lee et al., 2022; Moreira & Rua, 2023) and that Emotional Intelligence (EI) can help them navigate these challenges. It was found that EI dimensions and transformational leadership are positively correlated in the technology sector by Moreira and Rua (2023). The integration of artificial intelligence and EI into the digital workplace was discussed by Kaur & Sharma (2021). It was highlighted by Prakash and Stephen (2020) that the gig economy requires leaders to have high levels of emotional intelligence. Many studies have also emphasized the importance of EI in facilitating successful digital transformations (Zhao et al., 2022). It has been shown that leaders with high EI are better equipped to handle the complexities and uncertainties of digital transformation (Silva & Abreu, 2022). Building solid relationships with their teams and effectively communicating the transformation vision and goals require them to understand and manage their emotions and those of others.
Researchers have established a correlation between the navigation of digital transformation and EI. As leaders navigate the challenges of digital transformation, EI plays a crucial role (Mindeguia et al., 2021; Raman et al., 2021). By adapting their leadership styles and decision-making strategies, leaders with high EI can address employees’ needs and concerns during digital transformation. Managing and mitigating resistance to change is a common challenge in digital transformation initiatives. However, leaders with high emotional intelligence can address concerns and ease fears by empathizing with their team members’ emotions. As a result, digital transformation is more likely to occur in a supportive and collaborative environment (Suleman et al., 2020). A leader with high EI can address concerns and alleviate fears by empathizing with the emotions of their team members (Jurado et al., 2022). EI is consistently cited as critical to leaders’ ability to navigate digital transformation challenges. My study can enhance the EI competencies of retail executives dealing with complex organizational changes by understanding the impact of EI on digital transformation challenges. My study aims to develop effective strategies to empower retail leaders to lead their organizations through digital transformation by leveraging insights from current scholarly efforts.
2.4.2.3. Change Management Style
Researchers have established a connection between EI and leadership styles, particularly with change management. Singh, Gujral, et al. (2022) examined the relationship between EI and leadership styles in Indian IT companies. Effective leadership depends on EI, which mediates the relationship between leadership styles and effectiveness. High EI levels are associated with better career growth, stronger relationships, and more effective leadership. Singh, Gujral, et al. (2022) examined the relationship between EI and leadership styles using the Multifactor Leadership Questionnaire form 6-S, revealing a significant positive relationship with only 19.5% of variance explained by EI. Although EI plays a role in influencing leadership styles, it is not the sole determining factor. Sharma and Anisha (2018) argued that developing effective leadership styles requires EI. Based on theories, studies, and research, Sharma and Anisha (2018) developed a conceptual model combining EI, leadership styles, and effectiveness. Sharma and Anisha (2018) ‘s study focused on the relationship between leadership styles and energy, emphasizing the role of EI as a mediator. This evidence shows that EI can be an influential component of effective leadership if used with intention and consideration.
Researchers agree that EI has an enormous effect on leadership approaches and styles. EI operates as a determinant of leadership styles in the IT sector, as reported by Sindu Bharath et al. (2022)’s study. The percentage of employees with high EI levels is 53.8%, while the percentage of employees with low levels is 46.2%. There are many different leadership styles, including autocracy, democracy, laissez-faire, and a mix of all three. In order to develop EI, you must practice and get feedback from coaches and experts. Leadership requires EI, which helps leaders manage their emotions and those of their followers. Additionally, it enhances leaders’ ability to adapt to change. According to Singh, Gujral et al. (2022), and Sindu Bharath et al. (2022), EI and leadership styles have a strong relationship. Leaders with high EI are more likely to exhibit transformational or democratic leadership styles (Xu, 2022). Leaders with high EI can also understand and manage their own emotions and those of their followers (Schreckenbach et al., 2018). By understanding and managing emotions and promoting collaboration and motivation among team members, it is possible to create a positive working environment.
2.4.2.4 Conclusion
EI plays a significant role in leadership and organizational change, as suggested in the section of current scholars. Executives with a high EI are good at engaging workers, leading digital transformations, and navigating complex organizational issues (Aziz et al., 2019; Jin et al., 2020; Masaldzhiyska, 2019; Yuste, 2021). To succeed in technology-driven environments and address organizational challenges effectively, leaders need EQ (Colwell, 2019; Kolomboy et al., 2021). EI training, coaching, and support for leaders can increase employee engagement, performance, and retention by cultivating empathy, effective communication, and collaboration. A leader with high EI can regulate emotions and communicate with subordinates, reducing stress and emotional suffering (Jurado et al., 2022; Suleman et al., 2020). EI is also crucial in navigating digital transformation’s complexity and uncertainty (Mindeguia et al., 2021; Raman et al., 2021). Leaders with high EI can adjust leadership styles and decision-making techniques to meet the needs of employees during transformational times. In order to facilitate successful digital change initiatives, empathy and effective communication are essential (Sharma and Anisha, 2018; Sindu Bharath et al., 2022; Singh, Gujral, et al., 2022). EI contributes to career advancement and improved leadership by facilitating transformational and democratic styles of leadership (Xu, 2020). The importance of it for change initiatives is also illustrated by its positive association with enthusiasm and performance related to digital transformation.
Retail executives face challenges in managing complex organizational changes, reducing employee engagement and performance (Holbeche, 2019; Naong & Naong, 2022; Ojo et al., 2021). According to the most recent literature, retail executives must develop and implement innovative strategies to enhance employee engagement and performance during complex organizational changes to enhance EI. A retail leader can proactively address the challenges posed by organizational change by implementing EI-focused interventions, ultimately resulting in improved outcomes for both the executive and the organization.
2.5 Review of Practitioner Literature
To address the issue of retail executives with low EI struggling with complex organizational changes, which leads to decreased staff engagement and performance, Sections 2.5.1 and 2.5.2 examine the practitioner literature to identify prevalent themes and trends in prior endeavors. A comparison is made between past efforts before 2018 and current initiatives spanning from 2018 to 2023 in this review. This analysis identifies a practice gap, leading to a project to examine retail leaders’ perspectives on EI’s impact on organizational change.
EI influences change implementation and can be used to identify potential areas for innovation and development. When accompanied by credible and substantiated evidence, practitioner literature has made valuable research contributions (Levine, 2020). However, it is crucial to distinguish between reliable sources, such as scholarly peer-reviewed publications and trustworthy websites, and non-validated information, such as Wikipedia, personal blogs, or generic websites, which should be excluded from doctoral research (Arthur et al., 2020). As part of the practitioner research, Google, Google Scholar, the Capella Library, classroom literature, and mentor-recommended literature were consulted. This section aims to provide a comprehensive understanding of the business problem by focusing on reputable sources and analyzing practitioner literature thoroughly. To enhance the literature review, more scholarly sources should be included to support the main ideas presented. By incorporating more evidence from peer-reviewed journals and academic publications, the analysis will be strengthened, and the identified themes and trends will be based on a more solid foundation.
2.5.1 Previous Practitioner Efforts to Address the Problem
This section examines previous practitioner efforts to measure and develop Emotional Intelligence (EI) among retail leaders and its impact on employee motivation and organizational change. EI measurement, employee motivation, and organizational change management are discussed in this section. These themes have been explored concerning the business problem by practitioners. This analysis will examine the strategies practitioners employ to address the issue and the degree of success or failure. As well as examining the data collection techniques and instruments used in previous research, the section will also examine areas of agreement and disagreement among practitioners. Supporting the main ideas presented in this section with scholarly evidence is essential. Including relevant scholarly literature will enhance the analysis and provide a more comprehensive understanding of previous practitioner efforts. Using an organized structure and scholarly sources will significantly contribute to the literature review and the overall research project.
2.5.1.1 EI Measurement
EI is a cognitive ability that influences job performance and leadership development. Several researchers have studied EI measurement and its impact on various aspects of work life. Dulewicz et al. (2003) show that higher EI scores are associated with improved health, lower stress levels, and better job performance. Self-awareness, emotional resilience, and motivation were key factors influencing EI. In Groves et al. (2008), the Mayer et al. (2000) EI model was used to examine the development of EI in fully employed business students. Providing empirical evidence for the deliberate enhancement of EI through training, their study demonstrated that it can be intentionally developed through training. The EISDI (Emotional Intelligence Scale Development and Inventory) is a valid self-report measure of EI ability that can be used to develop managerial skills and improve leadership abilities. Muyia (2009) classified EI into three categories: ability model, personality model, and mixed model. Performance tests can be used to measure EI, and the regulation and perception of emotions can influence it. Using self-reported inventories, mixed models combine emotional ability with personality, motivation, and affective dispositions. This model is instrumental in understanding how one’s EI can be used to assess their performance in a particular situation or job. It is also helpful in understanding how different contexts can enhance or impede EI development.
EI is an essential factor in determining job performance and leadership development. The performance-based leadership model developed by Goleman (1996, 1998) focuses on four dimensions of leadership: self-awareness, relationship management, social awareness, and self-management. Using five significant dimensions and 15 competencies, Bar-On (1997) emphasized intrapersonal skills, interpersonal skills, adaptability skills, stress management, and general moods. These competencies require understanding oneself, expressing emotions, relating to others, and coping with d
