The Impact of Emotional Intelligence on Employee Engagement and Performance
The Impact of Emotional Intelligence on Employee Engagement and Performance

Summary/Abstract: This study examines associations between emotional intelligence (EI)–related perceptions and work engagement and performance-related perceptions among employees in private service-sector businesses in Kosovo. A cross-sectional questionnaire survey was conducted in Peja in 2025 (N = 105). Data were analysed in SPSS using descriptive statistics, Pearson correlations, paired-samples t-tests, and one-way ANOVA. Results indicated statistically significant positive associations among EI-related perceptions (r = 0.560–0.893, all p < 0.001). Respondents rated “leaders with higher EI are more successful at work” (M = 2.80, SD = 0.797) higher than “EI influences the work environment” (M = 2.36, SD = 0.622), and the paired-samples t-test confirmed that this difference was statistically significant, t(104) = -6.984, p < 0.001. One-way ANOVA showed statistically significant differences in mean ratings of “ability to manage risks and challenges in the workplace” across EI-skill categories, F(3, 101) = 164.066, p < 0.001. Levene’s test was significant (p < 0.001), indicating unequal variances; therefore, Welch ANOVA and Games–Howell post-hoc comparisons are recommended to identify specific group differences. Because the study relies on a non-probability sample and single-item self-report measures, findings should be interpreted as indicative for this context and not generalised to the entire private service sector. Practical implications suggest that developing emotional skills through organisational training and leadership practices may support a more positive work climate.

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