Journal of Social Sciences and Humanities Research Fundamentals
131
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TYPE
Original Research
PAGE NO.
131-134
DOI
OPEN ACCESS
SUBMITED
26 October 2024
ACCEPTED
30 December 2024
PUBLISHED
30 January 2025
VOLUME
Vol.05 Issue01 2025
COPYRIGHT
© 2025 Original content from this work may be used under the terms
of the creative commons attributes 4.0 License.
Social Psychological
Factors of Emotional
Intelligence Development
in Management Activities
R.Yarmatov
Professor of Jizzakh state pedagogical university, Uzbekistan
Abstract:
This study investigates how social
psychological factors influence the development of
emotional intelligence (EI) among individuals in
managerial roles. A mixed-methods approach was
employed, involving 120 mid-level and senior managers
from technology, healthcare, and finance sectors.
Quantitative data were collected through standardized
surveys that measured EI and organizational climate,
including dimensions such as team cohesiveness,
perceived social support, and cultural acceptance of
emotional expression. Qualitative insights were
gathered via semi-structured interviews with 30
managers to explore subjective experiences of
emotional skill-building in diverse work environments.
The findings demonstrate a strong positive correlation
between EI levels and supportive social contexts.
Managers who reported higher team cohesiveness and
open communication scored significantly better in
empathy and social skills. Interviews further
underscored the importance of role modeling and
mentorship; participants cited learning opportunities
gained from leaders who prioritized transparent
communication. Additionally, industry-specific patterns
emerged: managers in healthcare reported higher
empathy scores, while technology firms emphasized
innovation and fluid hierarchies, correlating with
moderately elevated EI. Social identity factors,
including gender and cultural background, also shaped
emotional intelligence development. Overall, the
results emphasize that social structures, collaborative
norms, and inclusivity significantly impact how
managers acquire and refine EI competencies.
Keywords:
Emotional intelligence; management; social
psychological factors; organizational climate; team
cohesiveness; mentorship; leadership development.
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Introduction:
Emotional intelligence (EI) has emerged
as a critical competency for individuals in managerial
and leadership roles, influencing decision-making, team
cohesion, and overall organizational well-being.
Traditionally, managerial effectiveness was gauged by
technical expertise and cognitive intelligence.
However, a growing div of research now suggests that
understanding emotions
—both one’s own and those of
others
—
plays a pivotal role in navigating workplace
challenges. In this context, social psychological factors
such as empathy, social norms, group dynamics, and
organizational
culture
stand
out
as
crucial
determinants of how emotional intelligence develops
in management activities.
Within organizational settings, managers frequently
encounter situations that demand a nuanced reading of
emotional cues. They are expected to motivate
employees, mediate conflicts, and maintain a
productive climate. According to theories by Goleman
and others, EI comprises competencies including self-
awareness, self-regulation, social awareness, and
relationship management. While intrinsic traits (e.g.,
temperament) do affect a manager’s capacity for
empathy and self-control, it is often the broader social
environment
—
team relationships, cultural values, peer
norms
—
that either fosters or hinders the refinement of
these skills. Managers operating in highly collaborative
environments, for instance, may have more
opportunities to practice empathy and constructive
feedback. Conversely, high-pressure organizational
cultures that prioritize short-term gains over
interpersonal well-being might inhibit the growth of
emotionally intelligent behaviors.
Moreover, the interplay of social identity, group
membership, and power dynamics can shape how
emotional intelligence is expressed or suppressed in
managerial contexts. Leaders who belong to a minority
group may experience different social pressures than
their
majority-group
counterparts,
potentially
prompting them to develop more nuanced emotional
coping strategies. As the competitive and multicultural
dimensions of the global economy intensify,
organizations increasingly recognize that developing
emotional intelligence is not a luxury but a strategic
imperative. This study explores the social psychological
factors
that
underpin
emotional
intelligence
development in managers, highlighting how these
elements interact to influence leadership behavior and
organizational outcomes.
METHODS
To investigate the social psychological factors
impacting the development of emotional intelligence in
managers, this study employed a mixed-methods
research design combining quantitative surveys and
qualitative interviews. Participants were drawn from
mid-level and senior management positions across
three different industries: technology, healthcare, and
finance. The sample consisted of 120 managers (60
male, 60 female) with an average managerial
experience of eight years. Their organizations varied in
size and cultural composition, offering a diverse context
in which to explore the interplay between social
psychological dynamics and EI.
Survey Instruments
- A standardized Emotional
Intelligence Scale
—
adapted from the Mayer-Salovey-
Caruso Emotional Intelligence Test (MSCEIT) and
Goleman’s EI fr
amework
—
was administered at the
start of the study to establish a baseline measure of
participants’
emotional
competencies.
This
questionnaire
evaluated
self-awareness,
self-
regulation, empathy, and social skills on a seven-point
Likert scale. To assess social psychological factors,
participants completed a second validated survey
designed to measure organizational climate, team
cohesiveness, perceived social support, and cultural
values related to emotional expression. Items included
statements about perceived encouragement for open
communication, feedback norms, and trust levels
among team members.
Qualitative Interviews
- Following the survey phase, 30
managers (selected through purposive sampling to
ensure representation from different industries and
levels of EI) were invited to participate in in-depth
interviews. These interviews aimed to capture the
subjective experiences and organizational contexts that
either facilitated or constrained emotional intelligence
growth. Semi-structured interview guides covered
topics such as:
•
Strategies used by managers to navigate
emotionally charged situations.
•
Perceived influence of team or organizational
culture on their ability to practice empathy and
emotional regulation.
•
Peer and supervisor support for emotional
learning and development.
Data Analysis
- Quantitative data from the surveys were
subjected to statistical analysis using SPSS, focusing on
correlations between EI scores and measures of
perceived social support, team cohesion, and cultural
acceptance of emotional expression. A multiple
regression analysis was performed to identify the
extent to which these variables predicted changes in
emotional intelligence levels. Qualitative interviews
were recorded, transcribed, and analyzed using
thematic analysis. Codes reflecting recurring themes
—
such as empathy training, conflict resolution protocols,
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or leadership role modeling
—
were grouped into
higher-level categories to paint a nuanced picture of
how social psychological factors shape EI development
in managerial contexts. Triangulation of survey data
and interview findings strengthened the reliability of
the conclusions.
RESULTS
Quantitative Findings
- Preliminary survey results
indicated a strong positive correlation between
perceived social support and overall EI (r = .62, p < .01).
Managers who reported higher levels of supportive
peer networks and organizational climates scored
significantly better in empathy and social skill
dimensions. Team cohesiveness emerged as another
critical predictor, with managers in cohesive teams
demonstrating elevated self-
regulatory capacities (β =
.45, p < .05). Interestingly, cultural acceptance of
emotional expression displayed a modest yet
noteworthy correlation with EI scores (r = .36, p < .05),
suggesting that environments open to emotional
discourse offer fertile ground for EI development.
Further analysis revealed differences across industries.
Managers in technology firms often reported a stronger
focus on innovation and less rigid hierarchies,
correlating with moderately higher EI scores compared
to those in finance settings, which tended to emphasize
data-driven performance metrics. The healthcare
sector showed the highest average empathy scores,
possibly reflecting the industry’s inherent focus on
patient care and interpersonal communication.
Qualitative Insights
- Interview narratives underscored
the importance of role modeling and mentorship in
shaping managers’ emotional intelligence. Participants
commonly cited specific senior leaders who prioritized
transparency and open dialogue, setting a tone that
encouraged others to follow suit. Such examples were
particularly
potent
in
organizations
that
institutionalized mentorship programs aimed at
emotional skill-building. Another recurring theme was
the value of conflict resolution training. Managers who
had formal opportunities to practice mediation, discuss
emotional triggers, and receive feedback in real-time
reported more confidence in handling tense
interpersonal dynamics.
Social identity factors surfaced as well. Female
managers often found themselves compelled to
“prove” their ability to balance emotional sensitivity
with firmness in decision-making, highlighting broader
societal norms that associate empathy with gender.
Meanwhile, managers operating in culturally diverse
workplaces
described
how
cross-cultural
communication
challenges
demanded
refined
emotional awareness. Some participants recalled that
misunderstandings around nonverbal cues
—
like
maintaining eye contact or tone of voice
—
necessitated
deeper conversations to build trust and avoid conflict.
Overall, the qualitative data aligned with quantitative
findings, illustrating that supportive social structures,
open channels of communication, and diverse role
models all converge to enhance emotional intelligence
in management.
DISCUSSION
The results of this study illuminate how social
psychological factors such as organizational climate,
team cohesiveness, and cultural norms serve as
catalysts for emotional intelligence development
among managers. These insights confirm earlier
theories that argue for the social rather than purely
individual nature of emotional skill-building. While
personal disposition and prior experience certainly play
a role, the environment in which managers operate
either reinforces or dampens their capacity to learn
from emotional encounters. For instance, workplaces
with strong peer support and open communication
channels effectively normalize the practice of empathy
and self-reflection, allowing managers to experiment
with new behaviors without fear of judgment.
One noteworthy contribution of this research is the
emphasis on role modeling and mentorship. Leaders
who demonstrate high emotional intelligence
inadvertently foster a learning culture where these
skills can be imitated and refined. The finding that
cohesive teams correlate with higher self-regulatory
capacity underscores the importance of collaboration:
individuals learn to negotiate emotional states
effectively when they see their peers doing the same.
Moreover, this study’s industr
y-specific patterns
suggest that organizational structures and performance
priorities shape the degree to which emotional
intelligence is valued. For example, in sectors where
direct human interaction is central, such as healthcare,
empathy emerges almost as a prerequisite for
successful management.
At the same time, results underscore challenges related
to implicit biases and cultural expectations
—
particularly for individuals who may experience added
pressure due to their gender or cultural background.
Thus, interventions aimed at promoting emotional
intelligence should incorporate diversity and inclusion
strategies, ensuring that multiple perspectives and
experiences inform training programs. The fact that EI
scores were higher in organizations that explicitly
encourage emotional expression highlights the need
for a systemic approach. Creating psychologically safe
spaces fosters learning and self-discovery, enabling
managers to confront and refine their emotional
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Journal of Social Sciences and Humanities Research Fundamentals
competencies.
In practical terms, organizations looking to enhance EI
in management might invest in structured mentoring
relationships, conflict resolution workshops, and
ongoing peer feedback. Leaders should be trained not
just in the theory of emotional intelligence but in its
real-world application, particularly in multicultural
environments where communication norms vary
widely. Future research might delve deeper into
longitudinal studies that track changes in managers’
emotional intelligence as they progress through
specialized training programs. Additionally, cross-
cultural comparisons can shed light on how cultural
dimensions
—
power
distance,
collectivism
vs.
individualism
—
intersect with emotional intelligence
development. Ultimately, these findings reinforce the
notion that emotional intelligence is dynamic and
deeply rooted in social contexts, making it both an
individual and collective responsibility to foster
environments where managers can grow in empathic
and self-regulatory capacities.
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