Title 1

Unspoken Intelligence: A Case-Based Exploration of How Emotionally Intelligent Leadership Navigates Organisational Turbulence

Methodology

Case study, Qualitative

Description

This study will explore how emotionally intelligent (EI) leaders respond to organisational crises, ambiguity, and employee disengagement using semi-structured interviews and in-depth case studies across select industries. By capturing narratives from senior professionals and middle managers, the study seeks to understand the behavioural patterns and adaptive strategies rooted in EI during organisational turbulence. Thematic analysis will uncover contextual applications of EI beyond conventional models, especially under volatile business environments.

Key References:

1. Souba, W. W. (2003). The new leader: new demands in a changing, turbulent environment. Journal of the American College of Surgeons, 197(1), 79-87.
2. Myers, E. L. (2014). Taming turbulence: an examination of school leadership practice during unstable times. Professional Educator, 38(2), n2.
3. El Beshlawy, H., & Ardroumli, S. (2021). Board dynamics and decision-making in turbulent times. Corporate Governance and Organisational Behaviour Review, 5(1), 57-68.

Title 2

Decoding Influence: Assessing the Mediating Role of Emotional Intelligence Between Leadership Styles and Employee Performance Outcomes

Methodology

Quantitative - Survey-based using Structural Equation Modelling (SEM)

Description

This research aims to quantitatively examine how EI mediates the relationship between transformational and transactional leadership styles and employee performance metrics (e.g., engagement, productivity, and job satisfaction). Using validated questionnaires distributed to mid-to-senior-level professionals across various industries, the study will employ SEM to assess direct and indirect pathways, offering insights into how different leadership styles leverage EI to drive organisational performance.

Key References:

1. Duan, W. H., Asif, M., Nik Mahmood, N. H., & Wan Zakaria, W. N. (2023). Emotional intelligence and high-performance leadership of women leaders: the mediating role of organisation culture. Management Research Review, 46(1), 100-115.
2. da Silva, T. M. H. R. (2025). Cultivating Emotionally Intelligent Leadership: Strategies for Enhancing Authentic Engagement and Organisational Impact. In Emotionally Intelligent Methods for Meaningful Leadership (pp. 119-148). IGI Global Scientific Publishing.
3. Tessema, D. B. (2025). Building Sustainable Organisations: How Emotional Intelligence Drives Transformational Leadership. Scientia Moralitas, 58.

Title 3

Bridging the Rational and the Relational: A Mixed-Methods Investigation into Emotional Intelligence as a Strategic Asset in Industrial Leadership

Methodology

Explanatory Sequential Mixed Methods (Quantitative → Qualitative)

Description

The study first uses a structured survey with SEM analysis to determine the relationship between leaders' EI and key organisational outcomes such as innovation adoption, team cohesion, and decision-making agility. Subsequently, selected participants will be interviewed to contextualise and deepen understanding of the quantitative results. The qualitative phase will explore how EI is operationalised and perceived as a strategic capability by leaders in high-pressure industry settings, such as manufacturing, IT, and logistics.

Key References:

1. Lappalainen, P. (2015). Predictors of effective leadership in industry - should engineering education focus on traditional intelligence, personality, or emotional intelligence? European Journal of Engineering Education, 40(2), 222-233.
2. Pillay, M., Viviers, R., & Mayer, C. H. (2013). The relationship between emotional intelligence and leadership styles in the South African petrochemical industry. SA Journal of Industrial Psychology, 39(1), 1-12.
3. Kubjana, L., Adekunle, P., Aigbavboa, C., & Akinradewo, O. (2024, November). Analyzing the Impact of Emotional Intelligence on Leadership in Construction 4.0. In Proceedings of the Future Technologies Conference (pp. 474-484). Cham: Springer Nature Switzerland.

Title 4

Unpacking the Narratives of Inclusive Leadership: A Phenomenological Study of Diverse Employee Experiences Across Organisational Tiers

Methodology

Qualitative - In-depth interviews and semi-structured focus groups, analysed using thematic analysis and phenomenology.

Description

This study explores how employees from diverse backgrounds (in terms of gender, ethnicity, age, and neurodiversity) perceive and experience inclusive leadership within mid to large-sized firms. It aims to understand lived experiences rather than measure predefined constructs. The study will identify patterns in inclusive behaviours, leadership blind spots, and employee sentiments that are often overlooked in survey-based assessments. This is ideal for professionals in senior HR or leadership roles with access to diverse teams across organisational levels.

Key References:

1. Li, T., & Tang, N. (2022). Inclusive leadership and innovative performance: A multi-level mediation model of psychological safety. Frontiers in Psychology, 13, 934831.
2. AlMunthiri, O., Bani Melhem, S., Mohd Shamsudin, F., & Al-Naqbi, S. A. (2024). Does leading with inclusiveness promote innovative behaviours? Examining the role of work engagement and psychological safety. International Journal of Organisational Analysis, 32(10), 2468-2493.
3. Zhao, F., Hu, W., Ahmed, F., & Huang, H. (2023). Impact of ambidextrous human resource practices on employee innovation performance: the roles of inclusive leadership and psychological safety. European Journal of Innovation Management, 26(5), 1444-1470.

Title 5

Linking Perceived Inclusion to Psychological Safety and Innovation Behaviour: A Structural Equation Modelling Approach Across Industry Sectors

Methodology

Quantitative - Questionnaire-based survey analysed using Structural Equation Modelling (SEM).

Description

This research quantitatively investigates the relationship between employees' perception of inclusion, their sense of psychological safety, and their innovation behaviour at work. The model will test mediating roles and sector-specific variations across industries like IT, manufacturing, and healthcare. The SEM framework allows testing both direct and indirect effects, enabling working professionals to draw actionable insights for improving D&I practices that foster innovation.

Key References:

1. Ali, A., Abbas, S. F., Khattak, M. S., Arfeen, M. I., Ishaque Chaudhary, M. A., & Yousaf, L. (2022). Mediating role of employees' intrinsic motivation and psychological safety in the relationship between abusive supervision and innovative behaviour: An empirical test in IT sector of Pakistan. Cogent Business & Management, 9(1), 2039087.
2. Javed, B., Naqvi, S. M. M. R., Khan, A. K., Arjoon, S., & Tayyeb, H. H. (2019). Impact of inclusive leadership on innovative work behaviour: The role of psychological safety. Journal of Management & Organization, 25(1), 117-136.
3. AlMunthiri, O., Bani Melhem, S., Mohd Shamsudin, F., & Al-Naqbi, S. A. (2024). Does leading with inclusiveness promote innovative behaviours? Examining the role of work engagement and psychological safety. International Journal of Organisational Analysis, 32(10), 2468-2493.

Title 6

The Diversity Dividend: A Mixed Methods Investigation of Inclusive Leadership's Impact on Team Dynamics and Performance Outcomes

Methodology

Mixed Methods - Quantitative survey with SEM followed by qualitative case studies using semi-structured interviews.

Description

This study evaluates how inclusive leadership impacts team dynamics (trust, communication, role clarity) and performance outcomes (collaboration effectiveness, goal attainment). The first phase uses SEM to validate the relationships among these constructs across different departments or branches. The second phase involves case-based interviews with high- and low-performing teams to add contextual richness. This approach allows professionals to demonstrate both measurable impact and nuanced organisational insights.

Key References:

1. Celestin, M., & Vanitha, N. (2020). The diversity dividend: Why inclusive leadership drives innovation. International Journal of Applied and Advanced Scientific Research (IJAASR), 5(2), 47-54.
2. Martins, L. L. (2020). Strategic diversity leadership: The role of senior leaders in delivering the diversity dividend. Journal of Management, 46(7), 1191-1204.
3. Leroy, H., Buengeler, C., Veestraeten, M., Shemla, M., & Hoever, I. J. (2022). Fostering team creativity through team-focused inclusion: The role of leader harvesting the benefits of diversity and cultivating value-in-diversity beliefs. Group & Organization Management, 47(4), 798-839.

Title 7

Beyond Resilience: Uncovering the Lived Experiences of Psychological Strain and Coping Among Middle Managers in High-Pressure Industries

Methodology

Exploratory qualitative study using in-depth semi-structured interviews and thematic analysis (Clarke & Braun approach) across multiple organisations.

Description

This study investigates how middle managers in fast-paced sectors (e.g., IT, manufacturing, and logistics) experience, interpret, and respond to prolonged psychological stress. It explores workplace triggers of mental strain, informal coping mechanisms, and the influence of organisational culture and leadership behaviour on mental well-being. The focus is on capturing deep, nuanced narratives that can inform practical, leadership-driven interventions.

Key References:

1. Bajwa, R. R., Rahim, R., Mukhtar, M. A., & Akmal, H. (2024). Examining the Link Between Stress Management Strategies and Employee Performance in High-Pressure Industries. Review of Applied Management and Social Sciences, 7(4), 915-927.
2. Cooke, F. L., Wang, J., & Bartram, T. (2019). Can a supportive workplace impact employee resilience in a high-pressure performance environment? An investigation of the Chinese banking industry. Applied Psychology, 68(4), 695-718.
3. Li, M., & Wang, P. (2025). Under pressure: bouncing back to creativity into the future in a moderated mediation model. Baltic Journal of Management, 20(2), 193-209.

Title 8

Evaluating the Impact of Compassionate Leadership on Employee Burnout and Psychological Well-being: A Structural Equation Modelling Approach

Methodology

Quantitative research using survey data collected from employees across service industries, analysed using Structural Equation Modelling (SEM).

Description

This study examines the relationships between compassionate leadership behaviours, emotional exhaustion, and psychological well-being. It tests a theoretical model where perceived compassionate leadership predicts lower burnout and enhanced psychological resilience, while accounting for moderating variables like workload and organisational support. The findings aim to provide empirical evidence for leadership development programmes focused on mental health support.

Key References:

1. Pansini, M., Buonomo, I., & Benevene, P. (2024). Fostering Sustainable Workplace Through Leaders' Compassionate Behaviours: Understanding the Role of Employee Well-Being and Work Engagement. Sustainability, 16(23), 10697.
2. Benevene, P., Buonomo, I., & West, M. (2022). Compassion and compassionate leadership in the workplace. Frontiers in Psychology, 13, 1074068.
3. Raina, R. (2022). Moving crisis to opportunities: A corporate perspective on the impact of compassionate empathic behaviour on the well-being of employees. International Journal of Global Business and Competitiveness, 17(2), 239-255.

Title 9

Mental Health as a Strategic HR Asset: A Mixed-Methods Study of Policy Effectiveness, Organisational Climate, and Employee Engagement

Methodology

Sequential explanatory mixed-methods design. Quantitative phase using SEM followed by qualitative focus groups.

Description

This research evaluates how formal mental health policies (e.g., EAPs, flexible work policies) influence employee engagement and organisational commitment through the mediating role of psychological safety. The first phase involves large-scale data collection and SEM analysis across multiple firms; the second phase dives deeper through focus group discussions to explore why and how policies succeed or fail in different organisational climates. The goal is to bridge policy design with lived employee realities for scalable mental health interventions.

Key References:

1. Ancarani, A., Mauro, C. D., & Giammanco, M. D. (2019). Linking organisational climate to work engagement: A study in the healthcare sector. International Journal of Public Administration, 42(7), 547-557.

Title 10

Unveiling the Psychological Contracts Behind Performance Management: A Multi-Industry Case Analysis of Managerial Sensemaking

Methodology

Case study. Qualitative Study using semi-structured in-depth interviews and thematic analysis.

Description

This study explores how managers interpret and implement performance management practices through the lens of psychological contracts in varying organisational cultures. By investigating perceptions across different sectors (e.g., manufacturing, IT, and healthcare), the research reveals how implicit beliefs, trust dynamics, and leadership psychology shape performance management effectiveness. The findings can guide HR in aligning formal processes with employee expectations and workplace realities.

Key References:

1. Diehl, M. R., & Coyle-Shapiro, J. A. (2019). Psychological contracts through the lens of sensemaking. In Handbook of Research on the Psychological Contract at Work (pp. 186-205). Edward Elgar Publishing.
2. Stiles, P., Gratton, L., Truss, C., Hope‐Hailey, V., & McGovern, P. (1997). Performance management and the psychological contract. Human Resource Management Journal, 7(1), 57-66.
3. De Vos, A., & Freese, C. (2011). Sensemaking during organisational entry: Changes in newcomer information seeking and the relationship with psychological contract fulfilment. Journal of Occupational and Organisational Psychology, 84(2), 288-314.

Title 11

The Interplay of Emotional Intelligence, Leadership Style, and Performance Management Effectiveness: A Structural Equation Modelling Approach

Methodology

Quantitative - survey-based study using SEM

Description

This research empirically examines the direct and mediated relationships between leaders' emotional intelligence, leadership styles (transformational vs. transactional), and perceived performance management outcomes (e.g., fairness, goal clarity, feedback utility). Drawing from leadership psychology and HRM literature, the study collects data from team leaders and subordinates across service-oriented industries, providing actionable insights on the psychological underpinnings of performance improvement.

Key References:

1. Weinberger, L. A. (2009). Emotional intelligence, leadership style, and perceived leadership effectiveness. Advances in Developing Human Resources, 11(6), 747-772.
2. Ramchunder, Y., & Martins, N. (2014). The role of self-efficacy, emotional intelligence and leadership style as attributes of leadership effectiveness. SA Journal of Industrial Psychology, 40(1), 1-11.
3. Hayward, B. A., Amos, T. L., & Baxter, J. (2008). Employee performance, leadership style and emotional intelligence: An exploratory study in a South African parastatal. Acta Commercii, 8(1), 15-26.

Title 12

Redesigning Performance Management in the Era of Hybrid Work: An Integrated Study of System Design and Employee Behaviour

Methodology

Sequential explanatory mixed methods - quantitative survey followed by qualitative focus groups

Description

The study first quantitatively investigates how key variables - autonomy, digital communication quality, and feedback frequency - impact employee performance outcomes in hybrid work models using SEM. It then follows up with focus groups to explore lived experiences of employees and suggestions for redesigning PM systems. The mixed design provides both breadth and depth in understanding how to optimise performance management for hybrid and remote work realities.

Key References:

1. Junaidi, A. (2025). Reconstructing the Adaptive Performance Management Model in the Dynamics of Flexible and Hybrid Work in the Digital Era. Journal of Contemporary Administration and Management (ADMAN), 3(1), 638-644.
2. Mabaso, C. M., & Manuel, N. (2024). Performance management practices in remote and hybrid work environments: An exploratory study. SA Journal of Industrial Psychology, 50(1), 1-13.
3. Cherono, P., & Wanyoike, D. R. (2024). Influence of Hybrid Work Culture on Employee Performance in Selected County Governments in Kenya. Available at SSRN 4871268.