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UPSI Digital Repository (UDRep)
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| Abstract : Universiti Pendidikan Sultan Idris |
| A headmaster is an individual who acts as the leader and will determine the direction of an educational institution towards excellence. This paper was written to highlight the importance of emotional intelligence in the leadership aspects of headmasters and its impact on the interactions with subordinates. The importance of emotional intelligence to individuals is seen as an important factor that has the potential to influence aspects of relationships and social interactions and is widely discussed in various areas of leadership. There has been an increase in the concerns of head teachers who are unable to regulate aspects of their personal emotions that may affect their interactions with teachers and support staff, leading to a decline in school performance. Through the light of previous studies, emotional intelligence is seen as an important element in the field of leadership for individuals in self-adaptation and conflict management. As a result of leadership research in western countries, successful leaders in management and leadership aspects are associated with emotional intelligence. In the aspect of school leadership research in Malaysia, emotional intelligence is still lacking.
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| References |
Ahmed, U., Khalid, N., Ammar, A., & Shah, M. H. (2017). Assessing moderation of employee engagement on the relationship between work discretion, job clarity and business performance in the banking sector of Pakistan. Asian Economic and Financial Review, 7(12), 1197-121. https://doi.org/10.18488/journal.aefr.2017.712.1197.1210 Ahmed, U., Majid, A. H. A., & Zin, M. M. (2016). Moderation of meaningful work on the relationship of supervisor support and coworker support with work engagement. The Journal of Business, Economics, and Environmental Studies (JBEES), 6(3), 15-20. Jamli, N. F. B. A., & Salim, S. S. B. S. (2019). Emotional Intelligence: The Core Element of Leadership among Headmasters in Malaysia. International Journal of Academic Research in Business and Social Sciences, 8(3), 224–228.
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