The Influence of Emotional Intelligence on Leadership Effectiveness and Team Performance in High-Stress Corporate Environments in Lagos State, Nigeria

Abstract

In high-stress corporate environments in Lagos State, Nigeria—characterized by economic volatility, infrastructural deficits, tight deadlines, and competitive pressures—emotional intelligence (EI) emerges as a pivotal driver of leadership effectiveness and team performance. This cross-sectional quantitative study surveyed 354 professionals from banking, manufacturing, IT, and finance sectors using validated scales: WPQei for EI, MLQ-5X for leadership effectiveness, TWQ for team performance, and PSS-10 for perceived stress. Results from hierarchical regression and structural equation modeling revealed EI as a strong predictor of leadership effectiveness (β = .66, p < .001, R² = .540) and team performance (β = .30 direct, p < .001), with leadership effectiveness partially mediating the EI-team performance link (indirect β = .39, p < .001). Perceived stress negatively correlated with outcomes (r = −.25 to −.31) but did not moderate EI effects, indicating EI's robust benefits across stress levels. These findings extend EI theory to Nigeria's VUCA context, emphasizing self-awareness, empathy, and social skills in fostering resilience, trust, and productivity. Practically, organizations should integrate EI training to mitigate burnout and enhance outcomes. Limitations include cross-sectional design; future longitudinal research is recommended.