Abstract

This paper summarizes the arguments and counterarguments within the scientific discussion on emotional intelligence. Emotional intelligence is an essential trait for managers to possess to be effective and successful in organizations. Soft skills are becoming as crucial as making quotas. Scholarly literature lacks research on emotional intelligence and employee engagement in retail in St. Lucia. Engaged employees could stay motivated during adversity and help maintain an organization’s culture. This exploratory observational study’s primary purpose was to examine how retail store managers in St. Lucia perceived their emotional intelligence influences employee engagement. The conceptual framework that grounded the study was emotional intelligence and employee engagement from an organizational performance perspective. The data collection process included reviewing archival data. The paper presents empirical analysis results; several patterns and themes emerged from the data analysis, including emotional intelligence, controlling emotions, coaching, legacy, training, hiring well, communication, and personalized relationships. Increased emotional intelligence training emerged as useful in the St. Lucian business landscape and the Caribbean by extension. The research empirically confirms and theoretically proves that researching other sectors at varying levels may give a broader understanding of how emotional intelligence is perceived. This study’s findings may be useful to stakeholders and organizational leaders to allow developing strategies to build more emotionally intelligent and engaged organizations and positively affect social change.

Keywords: Leadership, Financial Markets, Innovation, Financial Strategies.

JEL Classification: C41, M14, F23, O31, E44, G15, G19, G20.

Cite as: Luncheon, A., Kasztelnik, K. (2021). A Qualitative Exploratory Observational Study: An Entrepreneurship Managers’ Emotional Intelligence and Impact on the Financial Organization’s Success in the United States. Financial Markets, Institutions and Risks, 5(2), 14-33. https://doi.org/10.21272/fmir.5(2).14-33.2021

This work is licensed under a Creative Commons Attribution 4.0 International License

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