The Role of Leader Emotional Intelligence in Organizational Learning: A literature Review Using 4I Framework

Although most researchers have argued that a leader's emotional intelligence (EI) capability positively influences organizational learning (OL), this relationship has only been studied at the surface level. Consequently, there is no clear explanation of how leaders facilitate various processes of learning at the individual, team, and organizational levels. In this article, we operationalize Goleman's (1998) mixed model of EI and the 4I framework of learning proposed by Crossan et al. (1999) to shed further light on this connection. The conceptual link between self‐awareness, self‐management, social awareness, relationship management competencies of a leader's emotional intelligence and learning sub‐processes of intuition, interpretation, integration, and institutionalization has been examined. A conceptual framework has been developed and proposed which is open to further investigation. The results of this article make a significant contribution to scholarly research surrounding emotional intelligence and organizational learning. We also present practice‐based implications for leadership development and employee learning interventions that have a special significance in learning organizations.