Authors:
M. N. Aishwarya Anandavalli, S. Antony Raj

Addresses:
Department of Commerce, SRM Institute of Science and Technology, Kattankulathur, Chennai, Tamil Nadu, India.

Abstract:

This study empirically tests the structural model of EI, OR, and IL's complicated interactions. The study examined how Organisational Resilience mediates Emotional Intelligence and Innovation Leadership to bridge a key knowledge gap. The quantitative study design used a self-administered survey to obtain primary data on three latent dimensions. All three were assessed using 5-point Likert ratings. Researchers used SEM to analyse data. Model fit, path coefficient significance, and validation of the partial mediation hypothesis were the main goals of the analysis. SEM showed an excellent model fit, with a P-value of 0.56918 and an RMSEA of 0.000. All hypothesised structural routes were significant. Organisational Resilience (beta = 0.31, T = 4.16) and Innovation Leadership (beta = 0.18, T = 2.57) are positively and statistically significantly associated with emotional intelligence. Significantly, Organisational Resilience Influences Innovation Leadership (beta = 0.19, T = 2.54) and partially mediates the association between EI and IL. Cross-sectional data make causal conclusions over time difficult. It theoretically integrates these three distinct notions into one framework. Investments in EI, such as Self-Regulation and Moral Courage, are vital to establishing OR (organisational robustness and agility), which is the best way to promote Innovation Leadership. 

Keywords: Emotional Intelligence (EI); Empirical Evidence; Organisational Resilience (OR); Innovation Leadership (IL); Organisational Robustness; Strategic Innovation; Moral Courage.

Received on: 25/10/2024, Revised on: 16/12/2024, Accepted on: 01/03/2025, Published on: 12/12/2025

DOI: 10.69888/FTSHS.2025.000544

FMDB Transactions on Sustainable Humanities and Society, 2025 Vol. 2 No. 4, Pages: 152-162

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