Management literature indicates that management skills in general and emotional intelligence in particular play a decisive role in managers' success in the workplace. However, managers in developing countries, including Iran, always face such problems as relationship management and conflict of personal and organizational interests. This problem arises from the fact that they lack communication skills, particularly emotional intelligence. managers with higher emotional intelligence have a higher ability in making decisions and managing emotions compared with other managers. In practice, they are less likely to be in conflict with personal and collective interests and are more efficient in building a network of communications. Considering the above and using Bar-On Emotional Quotient Inventory (Bar-On EQ-i), Salzmann (1982) Leadership Style Questionnaire, Pearson correlation coefficient, and t-test, this study investigated the role of emotional intelligence in organizational performance and leadership style of Karaj Municipality managers. The results showed that emotional intelligence was approximately 95% able to predict organizational performance and leadership style.
Akhavan et al. (Thu,) studied this question.