FOSTERING TEAM RESILIENCE AND PERFORMANCE THROUGH EMOTIONALLY INTELLIGENT HR LEADERSHIP

Abstract

Background

This study explores the role of emotionally intelligent (EI) HR leadership in fostering team resilience and improving employee performance. With growing organizational challenges, understanding how leadership practices shape resilience and performance is critical for long-term sustainability.

Method

A quantitative, cross-sectional survey design was employed, drawing data from 315 professionals across banking, education, healthcare, information technology, and other sectors. A structured questionnaire measured five constructs: EI HR Leadership, Team Resilience, Employee Performance, HR Leadership Practices, and Future Outlook. Data were analyzed using descriptive statistics, reliability testing, Pearson correlations, multiple regression, and one-way ANOVA.

Results

The instrument demonstrated high internal consistency (Cronbach’s α = 0.85–0.90). Descriptive findings reflected positive perceptions, with Future Outlook (M = 4.02, SD = 0.55) scoring the highest. Correlation analysis confirmed strong positive associations among all constructs (p < .01). Regression results showed that EI Leadership (β = .34, p < .001) was the strongest predictor of Employee Performance, followed by Team Resilience (β = .29, p < .001) and HR Leadership Practices (β = .27, p < .001), explaining 56% of the variance (R² = 0.56). The results of ANOVA showed significant sectoral differences ( F = 4.12, p less than 0.1 ) with a higher score of IT and Banking than Education and Healthcare.

Conclusion

The findings show how the emotionally intelligent HR leadership can contribute to creating quality teams and enhancing employee performance. HR practices such as resilience strategies and emotional intelligence development can be utilized to enhance the result of a sustainable performance and, thus, should be taken as high priorities of the organizations.