THE ROLE OF HIGH EMOTIONAL INTELLIGENCE LEADERS IN ACHIEVING SAUDI ARABIA'S VISION 2030: A STUDY IN THE PETROCHEMICAL INDUSTRY
DOI:
https://doi.org/10.70301/Keywords:
Emotional Intelligence, Employee Productivity, Leadership, Petrochemical IndustryAbstract
This research explores diversifying Saudi Arabia's (KSA) economy from oil-based to
non-oil-based in line with Vision 2030. The petrochemical industry plays a vital role in
achieving the vision and therefore the leaders in these industries have a significant role in
enhancing the performance in this sector. Despite its importance, leaders' emotional
intelligence (EI) in this sector receives insufficient attention. Therefore, this research aims to
analyse the effect of the EI skills of leaders in the petrochemical industry on the organization's
performance, using a conceptual framework based on empirical and theoretical literature. Eight
hypotheses were formulated to examine EI competencies: self-awareness (S1), self-regulation
(S2), internal motivation (S3), empathy (S4), and social skills (S5), and their influence on
employee productivity, working environment condition, and economic growth. The study
conducted a survey with 103 respondents from KSA's petrochemical industry and applied
statistical analysis. One-sample t-tests confirmed that middle-level managers possess all five
EI skills: self-awareness (t[103] = 43.60, p < 0.05), self-regulation (t[103] = 32.48, p < 0.05),
internal motivation (t[103] = 38.82, p < 0.05), empathy (t[103] = 37.47, p < 0.05), and social
skills (t[103] = 39.21, p < 0.05). The correlation coefficient (R) from the linear regression
analysis ranged between 0.793 and 0.967. Results revealed that leaders showed strength in selfawareness
and internal motivation, while improvement is needed in self-regulation, empathy,
and social skills. The study emphasizes the importance of focusing on EI skills, noting the
limited research on EI of leaders in KSA, and advocates for further exploration in this area.
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