Emotional Intelligence and Leadership Effectiveness Among Nurse Leaders in a Tertiary Hospital in Saudi Arabia

Abstract

Emotional intelligence has become a useful way to understand why some nurse leaders are more effective than others, especially in multicultural tertiary hospitals. This study looked into the relationship between emotional intelligence and leadership effectiveness among nurse leaders in a Joint Commission International– and CBAHI-accredited tertiary hospital in Al Baha, Saudi Arabia, and explored whether selected demographic variables are linked to these two constructs. A quantitative descriptive–correlational design was used. All eligible nurse leaders at King Fahad Hospital Al Baha were invited through total enumeration, and 163 participated. They completed a self-administered questionnaire composed of a socio-demographic profile, an emotional intelligence scale based on Goleman’s framework, and Kouzes and Posner’s Leadership Practices Inventory.

Data were analyzed using descriptive statistics, Spearman’s rho, and Somers’ D. Both overall emotional intelligence (M = 4.49, SD = 0.55) and overall leadership effectiveness (M = 4.53, SD = 0.55) were rated in the very high range. The highest emotional intelligence scores were in empathy and social skills, while Encouraging the Heart and Modeling the Way emerged as the strongest leadership practices. A very strong positive correlation was found between overall emotional intelligence and leadership effectiveness (ρ = 0.87, p < 0.01), and all emotional intelligence dimensions showed significant positive associations with leadership effectiveness. In contrast, age, sex, position, educational attainment, years of experience, and nationality had weak or negligible relationships with both variables. These results suggest that in this competencies than on demographic characteristics, highlighting the importance of integrating emotional intelligence into leadership development and hospital policies.