Abstract—Emotional intelligence has become an emerging
topic in the leadership field. To follow that trend, this research
was conducted to investigate the application of leaders’
emotional intelligence in formulating appropriate leadership
styles for enhancing employees’ job engagement. Quantitative
approach was employed with structured questionnaire
distributed to 400 white-collar employees working in offices of
Hoa Binh Corporation and its subsidiaries located in Ho Chi
Minh City. The empirical results of this research indicated that
five leaders’ emotional intelligent competencies, namely
self-motivation, self-esteem, self-management, emotional
literacy, and interpersonal relation had statistically positive
effects on the employee engagement; whereas, the leader’s
competency regarding to change resilience had statistically
negative effect on the employee engagement. These variables
could explain for 79% of the variation in the employee
engagement at the work place. This result implied a strong
influence of the emotional intelligent leadership in retaining and
developing the workforce engagement.
Index Terms—Emotional intelligence, employee engagement,
hoa binh corporation, Vietnamese construction companies.
The authors are with the School of Business Administration,
VNU-HCM International University, Vietnam (e-mail:
hnquang@hcmiu.edu.vn, mnkhuong@hcmiu.edu.vn, and
nguyenhoanglehcm@gmail.com).
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Cite: Ho Nhut Quang, Mai Ngoc Khuong, and Nguyen Hoang Le, "The Effects of Leaders’ Emotional Intelligence on
Employee Engagement in Vietnamese Construction
Companies – A Case of Hoa Binh Corporation," Journal of Economics, Business and Management vol. 3, no. 8, pp. 746-752, 2015.