The Alignment of Emotional Intelligence and Strength-Based Leadership: Implications for Employee Effectiveness in the Oil and Gas Industry

Abstract Book of the 9th International Conference on Future of Business, Management and Economics

Year: 2026

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The Alignment of Emotional Intelligence and Strength-Based Leadership: Implications for Employee Effectiveness in the Oil and Gas Industry

Dr. Pupjana Kole

ABSTRACT:

Leadership studies recognize behavioral capabilities as essential for achieving high levels of employee effectiveness. Emotional intelligence, a key leadership attribute, is widely acknowledged among these capabilities. Positive leadership approaches, such as strength-based leadership, emphasize identifying and developing individuals’ strengths. However, research on the theoretical alignment between emotional intelligence and strength-based leadership is limited, particularly in high-risk industries such as oil and gas.
This study examines the theoretical foundations linking emotional intelligence and strength-based leadership and explores why leaders with high emotional intelligence are more likely to demonstrate strength-focused leadership behaviors. Drawing on positive organizational and leadership theory, the paper argues that leaders must recognize employees’ abilities, manage interpersonal dynamics, and foster supportive environments through emotional intelligence to leverage individual strengths effectively. The complexity of high-risk industries necessitates that leaders utilize the strengths of diverse teams, particularly regarding meeting requirements and collaborative decision-making. A quantitative methodology is employed, using employee survey data from the oil and gas sector to provide empirical insights into the relationship among emotional intelligence, strength-based leadership, and employee effectiveness. The findings contribute to leadership and management scholarship by clarifying the theoretical connections among these constructs and highlighting the importance of strength-focused leadership in high-reliability organizational contexts.

Keywords: Human Capital; Leadership Development; Organizational Performance; Positive Organizational Behavior; Strategic Leadership