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Abstract: This study investigated the relationship between leaders’ emotional intelligence (EI) and employees’ job satisfaction within the transport and logistics sector in Zambia, a multinational logistics provider operating in Lusaka. Leadership in logistics requires managing diverse teams under high operational pressure, making EI a critical competency. A parallel convergent design was employed, integrating quantitative and qualitative approaches. Quantitatively, a census survey included all employees at the transport and logistics sector in Zambia’s Lusaka branch (N = 46), with leaders (n = 10) completing the Trait Emotional Intelligence Questionnaire–Short Form and employees completing the Minnesota Satisfaction Questionnaire–Short Form. Qualitatively, focus group discussions explored employees’ perceptions of leadership behavior and satisfaction. Results indicated that leaders scored high in EI, particularly in emotionality and sociability dimensions. Employees reported moderate job satisfaction, with intrinsic satisfaction slightly higher than extrinsic satisfaction. Correlational analysis revealed a strong, significant positive relationship between leaders’ EI and employee satisfaction (r = .670, p < .001). Regression analysis confirmed EI as the strongest predictor of satisfaction, even after controlling for age and tenure. The findings support the hypothesis that emotionally intelligent leadership enhances employee satisfaction in logistics organizations. Practically, the study recommends EI training programs, improved communication and recognition strategies, workload management, and employee development initiatives to strengthen satisfaction and retention. Theoretically, the study extends EI frameworks to African organizational contexts, offering evidence that emotional competencies are pivotal for leadership effectiveness in high-stakes service industries. DOI: https://doi.org/10.51505/IJEBMR.2026.10518 |
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