![]() Major findings included leaders with different characteristics associated with emotional intelligence and mindfulness, such as being driven by a noble goal, empathetic, and able to overcome hardships, fears, self-doubts, and worries, tended to use emotional intelligence skills for the promotion of other people versus self-promotion, which correlated to ethical leadership styles such as authentic and servant. From the data analysis, 83 invariant constituents emerged and were clustered into eight meaning units or themes. ![]() ![]() Ten participants were interviewed using semi-structured interview questions built with the leader and employee perspectives in mind to help explore emotional intelligence. Further focus was given to leaders’ and employees’ perceptions of whether or not practicing mindfulness and emotional intelligence within the business environment enhances the use of emotional intelligence and contributes to, if needed, the use of different leadership styles. ![]() The purpose of this qualitative phenomenological inquiry was to gain insight and understanding of how leaders and employees perceived the effect of mindfulness and other factors on a leader’s emotional intelligence. ![]()
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