Completion Date

Summer 10-17-2024

Document Type

Thesis

Degree Name

Master of Science (MS)

Program or Discipline Name

Project Management

First Advisor

Dr John Clark

Second Advisor

Dr. Ella Ponsford-Gullacci

Abstract

This research investigates the impact of emotional intelligence (EI) on leadership effectiveness within the finance industry, with a focus on its influence on team dynamics, decision-making, and the overall success of projects. The study seeks to address a gap in the current literature by examining how finance leaders apply emotional intelligence in high-pressure, fast-paced environments, where quick decisions and high-stakes situations are common. While emotional intelligence has been widely studied in other sectors, there is limited understanding of how it operates in finance, a sector known for its high demands and intense work culture.

The research employs a qualitative methodology, using in-depth interviews with leaders in the finance industry to explore their experiences with emotional intelligence. Key themes emerging from the study include the critical role of empathy in fostering trust and team cohesion, emotional resilience in managing stress and crisis situations, and the challenges of balancing emotional intelligence with the need for authority and assertiveness in leadership. Participants emphasized that while empathy and emotional regulation positively influenced team morale and performance, they also faced difficulties in maintaining authority when applying emotional intelligence, especially when quick, decisive action was required.

The findings contribute to both theoretical and practical understandings of leadership in high-pressure industries. The research suggests that emotional intelligence is essential for effective leadership, but it must be balanced with other leadership qualities such as decisiveness and assertiveness to be truly effective in industries like finance. This study also challenges existing emotional intelligence theories by proposing that the application of EI is context-dependent, varying significantly between high-stress environments like finance and less demanding industries.

Practical implications of this research include recommendations for incorporating emotional intelligence into leadership development programs within the finance industry. By doing so, organizations can better equip leaders to manage both the emotional and operational demands of their roles. The study concludes by highlighting areas for future research, such as expanding the sample size, exploring other industries, and conducting longitudinal studies to observe how emotional intelligence influences leadership over time.

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