The Mediating Role of Self-Efficacy between the Impact of a Leader's Emotional Intelligence on Organizational Change Management


  • Tamara Alamad Associate Professor, Faculty Educational Sciences, Jerash University, Jerash, Jordan, PO. Box 26150,


Jordanian Universities, Leader’s Emotional Intelligence, Organizational Change Management, Self-efficacy


In this study, we investigate how self-efficacy mediates the relationship between a leader's emotional intelligence and organizational change management in Jordanian universities and how these three factors are interrelated. To achieve this goal, questionnaires were used to collect data. The sample included 286 faculty members in Jordanian universities. The Partial Least Square Structural Equation Model (PLS-SEM) was used to conduct a mediation study to test the hypothesized model. The results show a positive correlation between leaders' emotional intelligence, self-efficacy, and organizational change management. In addition, self-efficacy was found to have a positive correlation with organizational change management. According to the mediation study, leaders' self-efficacy is a mediator between organizational change management and emotional intelligence. The authors suggest using the sub-dimensions of the above variables in future studies to test this model; this could lead to the development of different models. By doing so, leaders can test their emotional intelligence to determine whether it has an impact on their subordinates' self-efficacy in managing organizational change. University leaders should consider emotional intelligence when dealing with their subordinates, as this study found that positive emotional intelligence for leaders is associated with higher levels of self-efficacy and performance for subordinates.




How to Cite

Tamara Alamad. (2024). The Mediating Role of Self-Efficacy between the Impact of a Leader’s Emotional Intelligence on Organizational Change Management. Kurdish Studies, 12(2), 1396–1416. Retrieved from