Influencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas

Influencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas Mahfuza Alimova1, Irina Vaslavskaya2, Nonna Benevolenskaya3, Natalya Sokolitsyna4, Alexander Sokolitsyn5 1International Islamic Academy of Uzbekistan, Tashkent, Uzbekistan. E-mail: m.alimo[email protected]; ORCID ID: https://orcid.org/0000-0002-5980-0171. 2Kazan (Volga Region) Federal University, Kazan, Russian Federation. E-mail: [email protected]; ORCID ID: https://orcid.org/0000-0002-1363-3865. 3Saint Petersburg State University, Saint Petersburg, Russian Federation. E-mail: [email protected]; ORCID ID: https://orcid.org/0000-0001-6029-0546. 4Peter the Great St. Petersburg Polytechnic University, Saint Petersburg, Russian Federation. E-mail: [email protected]; ORCID ID: https://orcid.org/0000-0003-3322-5911. 5Peter the Great St. Petersburg Polytechnic University, Saint Petersburg, Russian Federation. E-mail: [email protected]; ORCID ID: https://orcid.org/0000-0002-8640-1678. Resumen. El estudio tuvo como objetivo comprender la relación específica entre la inteligencia emocional de los directivos, la calidad de la comunicación gerencial y la motivación no material de los empleados en organizaciones con orientación social. Además, fue importante identificar los mecanismos a través de los cuales estos factores influyen en la resiliencia organizacional en las condiciones de financiación limitada que enfrentan las organizaciones que operan en el ámbito social. Comprender estos mecanismos es esencial para mejorar la estabilidad del personal y la eficacia de las organizaciones sociales cuando los recursos son limitados. Se utilizó un diseño de investigación mixto. La etapa cuantitativa incluyó una encuesta a 320 empleados de 12 organizaciones sociales utilizando métodos validados: EQ-i 2.0 para evaluar la inteligencia emocional, un cuestionario de calidad de la comunicación gerencial, una escala WEIMS modificada para la motivación no material y una escala ORS adaptada para la resiliencia organizacional. La etapa cualitativa incluyó 24 entrevistas semiestructuradas con directivos y empleados. El análisis se realizó mediante métodos no paramétricos y codificación temática. Los resultados del estudio revelan cuatro mecanismos clave de influencia: apoyo emocional, apertura en la comunicación, reconocimiento de logros y participación en la toma de decisiones. La calidad de la comunicación gerencial es el principal mecanismo a través del cual la inteligencia emocional afecta la motivación de los empleados. Los hallazgos corroboran la necesidad de desarrollar competencias comunicativas en la dirección de organizaciones con orientación social. Palabras clave: comunicaciones gerenciales, motivación no material, sostenibilidad organizacional, retención de personal, trabajo social. Recibido: 23/03/2025 ~ Aceptado: 15/09/2025 INTERACCIÓN Y PERSPECTIVA Revista de Trabajo Social ISSN 2244-808X ~ Dep. Legal pp 201002Z43506 DOI: https://doi.org/10.5281/zenodo.17641712 Vol. 16 (1): 149 - 163 pp, 2026 150 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 Influence of managers’ emotional intelligence on the formation of management style in socially oriented organizations Abstract. The study was aimed at understanding the specific relationship between managers’ emotional intelligence, the quality of managerial communications, and employees’ non-material motivation in socially oriented organizations. In addition, it was important to identify the mechanisms through which these factors influence organizational resilience under the conditions of limited funding faced by organizations operating in the social sphere. Understanding these mechanisms is essential for improving staff stability and the effectiveness of social organizations when resources are constrained. A mixed research design was used. The quantitative stage included a survey of 320 employees from 12 social organizations using validated methods: EQ-i 2.0 to assess emotional intelligence, a managerial communication quality questionnaire, a modified WEIMS scale for non-material motivation, and an adapted ORS scale for organizational resilience. The qualitative stage included 24 semi-structured interviews with managers and employees. Analysis was conducted using non-parametric methods and thematic coding. The results of the study reveal four key mechanisms of influence: emotional support, openness in communication, recognition of achievements, and participation in decision-making. The quality of managerial communications is the main mechanism through which emotional intelligence affects employee motivation. The findings substantiate the need to develop communication competences among the management of socially oriented organizations. Key words: management communications, non-material motivation, organizational sustainability, staff retention, social work. INTRODUCTION In the field of human resource management, the sphere of social work as an attractive area of employment constantly faces high staff turnover, emotional burnout among specialists, and a decline in the quality of social services (Donika et al., 2024; Sapfirova, 2025). Under the conditions of limited funding (Krokhina, 2024), which is typical of socially oriented organizations, traditional mechanisms of financial incentives are often unavailable, making non-material motivation a key factor in staff retention (Janani & Pougajendy, 2024; Nikolaeva et al., 2023). Recent studies show that the quality of interaction between management and employees has a much stronger impact on motivation than financial incentives in the context of social work (Midlage, 2025). The research problem lies in identifying mechanisms to increase the effectiveness of managerial communications in influencing non-material motivation in the context of socially oriented organizations, where employees work under the conditions of high emotional stress and limited financial resources (Togaibayeva et al., 2023). In this context, the emotional intelligence of managers becomes a critical factor as it allows them to effectively manage their own emotional state and that of subordinates, create a psychologically safe work environment, and develop sustainable motivational mechanisms that do not require significant financial costs (Hwang, 2024; Midlage, 2025). Influencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 151 Vol. 16(1) enero - abril 2026/ 149 - 163 The objective of the study is to identify and describe the interconnections between managers’ emotional intelligence, the quality of managerial communications, and the formation of employees’ non-material motivation in socially oriented organizations, as well as to determine the mechanisms through which these factors influence organizational resilience under conditions of limited funding. LITERATURE REVIEW First, scholars draw attention to the influence of managers’ emotional intelligence on creating a comfortable environment for employees (Yang, 2025), which is a key predictor of job satisfaction and employee engagement under the conditions of limited funding (Belozorova, 2025; Muñoz et al., 2024). Employees with a high level of emotional intelligence demonstrate greater resilience to stress factors and stronger commitment to organizational values. Azad and Kumar (2023) identified a direct relationship between emotional intelligence and psychological well-being in the workplace. Their study showed that emotionally intelligent managers create an atmosphere of psychological safety, which becomes a powerful non-material motivator for employees of social organizations. Nugraha (2024) found that emotional intelligence plays a key role in reducing staff turnover. The author demonstrated that emotional communication helps lower stress levels and retain personnel by fostering positive relationships and strengthening organizational commitment. Second, the quality of managerial communications is regarded as an essential factor of organizational effectiveness in the social sector (Abdullaev, 2023). Hwang (2024) claimed that managers’ emotional intelligence significantly improves communication, strengthens trust, and increases employee engagement, which is especially important in the context of socially oriented organizations. Messaoudi and Sakale (2024) found that managers’ interpersonal skills, based on emotional intelligence, serve as a gateway to creating an emotionally intelligent work environment. The authors emphasize that adaptive communication styles and active listening contribute to conflict resolution, the strengthening of trust, and greater influence on the team. Third, socially oriented organizations are characterized by a link between managers’ emotional intelligence and employees’ work style, which affects their motivational mechanisms (Kryucheva & Tolstoukhova, 2024). Wijaya and Senen (2024) argue that in social organizations, special attention is given to value-based communication and inclusive decision-making under the conditions of limited resources. Timbaliuc (2022) found a correlation between high levels of managers’ emotional intelligence and a democratic style of communication. This study has shown that emotionally intelligent leaders are more inclined to involve subordinates in decision-making processes, which enhances their motivation and organizational commitment. Despite the considerable amount of research devoted to emotional intelligence and its impact on organizational outcomes, there are several gaps that require further study. On the one hand, the specifics of how emotional intelligence manifests in different cultural contexts remain insufficiently explored (Moyinoluwa, 2024; Vengerovsky & Vasiliev, 2024; Almadani, 2025). On the other hand, there is a gap in understanding the mechanisms through which managerial communications influence the formation of non-material motivation in socially oriented organizations (Babina & Utusikov, 2024). Butko (2025) notes that modern con- 152 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 cepts of emotional intelligence require improvement and greater elaboration regarding decisionmaking processes. The study aims at addressing these gaps through a comprehensive analysis of the relationship between managers’ emotional intelligence, the quality of managerial communications, and the formation of sustainable non-material motivation in Russian social organizations. METHODS Researcg design To achieve the research objective, a mixed design was selected, combining quantitative and qualitative methods of data collection and analysis (Almuflih et al., 2024). This approach helps obtain both statistically significant results on the relationships between the main research variables (managers’ emotional intelligence, the quality of managerial communications, the level of employees’ non-material motivation, and indicators of organizational resilience), as well as a deeper understanding of the mechanisms through which managerial communications influence employee motivation. The quantitative component of the study is correlational and aims to identify statistically significant relationships between managers’ emotional intelligence, the quality of managerial communications, the level of employees’ non-material motivation, and indicators of organizational resilience. The qualitative component includes semi-structured interviews with managers and employees of social organizations to provide an in-depth analysis of the mechanisms of motivation formation and identify specific factors influencing staff retention in this field. Research sample Quantitative stage. The sample consisted of 320 employees from 12 social organizations located in three regions of the Russian Federation. The focus on private social organizations was determined by the comparability of management styles and organizational structures, which ensures greater homogeneity of the sample and increases the internal validity of the results. The characteristics of the sample are presented in Table 1. Typology of participating organizations: Type 1: Medical centers, private hospitals, hospices, nursing homes, rehabilitation centers, and residential facilities for the elderly. Type 2: Charitable foundations (private, family, corporate, or community-based), autonomous non-profit organizations, and public associations. Type 3: Psychological support centers, educational and career guidance centers, and professional rehabilitation organizations. The inclusion and exclusion criteria for the participants are presented in Figure 1. Influencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 153 Vol. 16(1) enero - abril 2026/ 149 - 163 FIGURE 1. Inclusion and exclusion criteria for study participants. Qualitative phase. For the in-depth interviews, a purposive sample of 24 participants was formed (12 managers and 12 employees) representing different types of social organizations: Type 1 organizations (n=8), Type 2 organizations (n=8), and Type 3 organizations (n=8). Research instruments For the quantitative phase, the following psychodiagnostic tools were used (Table 2). TABLE 1. Sample characteristics and distribution of participants by type of organization. Characteristics Value General characteristics of the sample Total sample size n=320 Managers n=85 (26.6%) Employees n=235 (73.4%) Number of organizations 12 Regions covered by the study Moscow, Saint Petersburg, Nizhny Novgorod Demographic characteristics Average age of participants 38.4 years (SD=11.2) Gender distribution 74% women, 26% men Average length of service in the organization 4.8 years (SD=3.6) Distribution of participants by type of organization Private social organizations providing socio-medical services n=128 (40.0%) Private social organizations engaged in charitable activities n=96 (30.0%) Private social organizations offering psychological, educational, and labor assistance n=96 (30.0%) 154 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 TABLE 2. Psychodiagnostic tools used in the quantitative phase of the study. Tool Construct measured Number of questions Components/ scales Reliability (α) Emotional intelligence questionnaire EQ-i 2.0 (Bar-On, 2006) Emotional intelligence of managers 133 Self-perception, self-expression, interpersonal skills, decision-making, stress management 0.89 Managerial communication quality questionnaire (Spitzberg & Cupach, 2011) Effectiveness of managerial communication 28 Effectiveness, clarity, empathy, adaptability of communication 0.92 Non-material motivation scale in social work (modified version of WEIMS) (Tremblay et al., 2009) Non-material motivation of employees 18 Intrinsic motivation, identified regulation, introjected regulation 0.87 Organizational resilience questionnaire (adapted ORS) (Kantur & İşeri-Say, 2012) Organizational resilience 24 Adaptability, cohesion, stress resistance, recovery effectiveness 0.85 Data collection procedure Data were collected between March and June 2024. Quantitative data were gathered using the online platform SurveyMonkey, ensuring complete anonymity of participants. Each respondent was assigned a unique code to match data from managers and subordinates without compromising their confidentiality. Qualitative interviews were conducted in person, either on the premises of participating organizations or in a neutral setting chosen by the interviewees. The duration of each interview was 4560 minutes. All interviews were recorded with participants’ consent and subsequently transcribed for analysis. The full confidentiality of participants’ personal data was ensured. Data analysis methods The analysis of quantitative data included calculating descriptive statistics to characterize the sample and testing for normality of distribution using the Kolmogorov-Smirnov test. Since the survey data did not follow a normal distribution (p<0.05), non-parametric methods were used for analyzing relationships. Correlation analysis was conducted using Spearman’s rank correlation coefficient to identify relationships between the studied variables. Groups were compared using the Mann-Whitney test (for two independent groups) and the Kruskal-Wallis test (for multiple comparisons). Multiple regression analysis was performed using ordinal regression to identify predictors of non-material motivation with due regard to the ordinal nature of the survey data. To test the mediating role of managerial communications, mediation analysis was conducted using bootstrap procedures for non-parametric data. Qualitative analysis was carried out using thematic coding according to the approach in (Braun & Clarke, 2006), including initial coding of interview transcripts, grouping codes into thematic categories, identifying key themes and patterns, and triangulating the results with quanti- Influencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 155 Vol. 16(1) enero - abril 2026/ 149 - 163 tative data. Statistical processing was performed with the SPSS 28.0 software. The level of statistical significance was set at p<0.05. Ensuring reliability and validity Internal validity was ensured through the use of validated psychodiagnostic methods, control of confounding variables (work experience, age, level of education), and the application of strict inclusion/exclusion criteria. External validity was enhanced by including organizations of different types and sizes from various regions, which allows for generalizing the results to a broader population of social organizations. The reliability of qualitative data was ensured through a double-coding procedure (two independent coders), followed by the calculation of intercoder reliability (Cohen’s Kappa=0.84). RESULTS Descriptive statistics A test of normality using the Kolmogorov-Smirnov criterion showed that the data on all scales significantly deviated from a normal distribution (p<0.05), which justified the use of nonparametric methods of analysis. TABLE 3. Descriptive statistics of the main research variables. Variable n Median Q1-Q3 Min-Max Average SD Managers’ emotional intelligence (EQ-i 2.0) 85 112.0 96.0-126.0 65.0-142.0 109.7 18.4 Quality of management communications 320 87.0 76.0-99.0 43.0-124.0 86.3 16.2 Non-material employee motivation (WEIMS) 235 65.0 56.0-74.0 30.0-88.0 63.8 13.7 Organizational resilience (ORS) 320 76.0 67.0-86.0 39.0-106.0 75.9 15.1 Median values across all scales fall within the average to above-average range (Table 3), indicating a relatively favorable situation in the organizations studied. The analysis of relationships between variables was conducted using Spearman’s rank correlation coefficient (Table 4). TABLE 4. Correlation matrix of the main research variables. Variable 1 2 3 4 1. Managers’ emotional intelligence - 2. Quality of managerial communications 0.672*** - 3. Employees’ non-material motivation 0.524*** 0.681*** - 4. Organizational resilience 0.618*** 0.743*** 0.706*** - ***p<0.001. 156 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 Statistically significant positive correlations were found between all the studied variables. The strongest relationship was identified between the quality of managerial communications and organizational resilience. Comparisons between managers and rank-and-file employees were conducted using the Mann-Whitney test (Table 5). TABLE 5. Differences in ratings between managers and employees. Variable Managers (n=85) Median (Q1-Q3) Employees (n=235) Median (Q1-Q3) U Z p r Quality of management communications 94.0 (84.0-107.0) 83.0 (73.0-95.0) 6342.5 -4.87 < 0.001 0.27 Organizational resilience 83.0 (74.0-93.0) 73.0 (64.0-83.0) 6891.0 -4.23 < 0.001 0.24 Managers reported significantly higher ratings of communication quality and organizational resilience compared to rank-and-file employees. Differences among the three types of social organizations were analyzed using the KruskalWallis test (Table 6). TABLE 6. Differences in indicators among types of organizations. Variable Type 1 (n=96) Type 2 (n=96) Type 3 (n=128) H p η² Managers’ emotional intelligence 116.0 (103.0-129.0) 113.0 (99.0-125.0) 105.0 (92.0-119.0) 8.94 0.011 0.11 Quality of management communications 91.0 (80.0-103.0) 89.0 (78.0-101.0) 82.0 (72.0-93.0) 12.67 0.002 0.08 Non-material motivation 69.0 (60.0-77.0) 67.0 (58.0-75.0) 61.0 (53.0-70.0) 15.89 < 0.001 0.14 Organizational resilience 80.0 (71.0-89.0) 78.0 (69.0-87.0) 72.0 (63.0-81.0) 11.23 0.004 0.07 *Data are presented as median (25th-75th percentile). The analysis revealed statistically significant differences among the three types of organizations across all the measured indicators. 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