Emotional Intelligence as a Leadership Strategy Before and During the COVID-19 Pandemic
Authors:   , Chambers Aginah L. , Phillips Joy C. 
Published: April 2022

Purpose - Pennsylvania (PA) state government employees encountered organizational changes (e.g., telework) due to the COVID-19 pandemic. As a result, managers reached out in high numbers to the Office of Administration - Human Resources Management (OA-HRM) division for leadership strategies to ensure continued success. During change and the COVID-19 pandemic, emotional intelligence (EI) has facilitated managers' ability to control and alter emotions effectively to (a) solve critical issues, (b) improve relationships, and (c) improve organizational performance (Athanasios & Chara, 2020; Berdej, 2020; Carone & Di Iorio, 2013; Jack, 2021). This study aimed to explore leveraging EI as a leadership strategy for PA state government managers to validate EI as an effective leadership tool for public sector managers and establish a recommendation for implementing EI that offers versatility. Design/methodology/approach - The primary data method included an individual, semi-structured interview with 15 PA state government leaders working at one of eight state agencies. Leaders attended an EI course offered by the (OA-HRM) division and self-identified utilizing EI as a leadership strategy during the COVID-19 pandemic. A detailed data analysis process was executed that included (a) manually conducting first and second cycle coding, (b) establishing and validating categories and themes, and (c) developing findings, results, interpretations, and conclusions. Findings - This study found three outcomes. First, leaders reported leveraging EI before the pandemic by (a) maintaining relationships with staff, (b) effectively managing their own and others' emotions, and (c) achieving goals successfully. Second, leaders reported increasing their use of EI during the pandemic to remain successful by (a) increasing emotional support, (b) confidently guiding employees through difficulties, (c) effectively managing stakeholders, and (d) continuing to deliver quality solutions. Third, leaders reported a connection between organizational culture and EI and identified (a) additional leadership training and support, (b) consistency during gubernatorial changes, (c) increased diversity, equity, and inclusion, and (d) increased mentoring opportunities were needed to increase their EI. Practical implications - Implementing a series of interventions (e.g., dynamic strategy making, leadership development, mentoring, diversity, and culture change) to improve EI and organizational culture would be helpful. Although it is recommended the interventions occur at an enterprise level, leaders can select and perform the interventions relevant to their agency and team needs. Interventions might support leaders post-COVID-19 by equipping them with the EI and interpersonal skills required for transformation and innovation, ensuring continued or enhanced success of agencies. An overview of this research and quick reference to implementing EI within an organization are provided at the study's end (see Appendix N). Originality/value - This is a pioneering study of EI as a leadership strategy within PA state government. The study provides a unique and comprehensive review of public sector management's use of EI when leading and managing organizational change and the COVID-19 public health crisis. Both public and private sector professionals can benefit from understanding the components of EI associated with success during the COVID-19 pandemic and having a strategy for implementing EI at an enterprise, agency, division, department, or team level.