Date

4-2021

Department

Graduate School of Business

Degree

Doctor of Business Administration (DBA)

Chair

David Duby

Keywords

Emotional Intelligence, Organizational Change, Self-efficacy, Leadership

Disciplines

Business | Leadership Studies

Abstract

The problem under study was lack of scholarly research on the effect leader emotional intelligence (EI) has on follower self-efficacy during change management. This study provided findings on the three overarching themes of EI, organizational change, and self-efficacy. Each theme was examined individually and then how they are interrelated. The researcher provided a detailed overview of how the interviews were conducted then subsequently coded and analyzed. The researcher then provided an interpretation of the findings through visualization of the data. As a support to the research, a detailed explanation of the research questions was provided along with participant vignettes to help the reader understand the researcher's methods. These questions were then viewed against the research's conceptual framework to support or refute the earlier assumptions. The findings were reviewed against the current literature for confirmation or possible conflicts with other research. This case study confirmed much of the existing research on EI, organizational change, and self-efficacy. Recommendations for action and further study were suggested, along with the biblical foundations supporting this research. Finally, this research study advanced the understanding of the effect leader EI has on follower self-efficacy during organizational change.

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