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The objective of this study was to investigate the impact of emotional intelligence (EI) and the Big Five personality traits on the attainment of success in leadership positions within hospital administration. The researchers predicted the association between emotional intelligence (EI) and neuroticism, anticipating a negative link. Additionally, they projected a positive relationship between EI and the Big Five personality traits, specifically openness to experience, agreeableness, openness to new ideas, and extraversion. The primary objective of this study is to fill a void in the existing body of research by examining the relationship between personality, emotional intelligence (EI), and leadership effectiveness and performance. Our results indicate that the association between individual differences, leadership, and performance exist. This study did not examine the firm's performance metrics, but the disturbances' absorption of measurement errors in the endogenous regressors, which are independent of the exogenous, and minimize coefficient estimate biasesas as held by (Antonakakis et al., 2020). Individual predictors had a low to moderate effect on variation, but their aggregate influence accounted for 56% of transformational leadership variance and 26% of management leadership effectiveness variance. Our study supported merits consideration due to the implementation of controls such as age and managerial experience, the utilization of a longitudinal measure of effectiveness, and the mitigation of common method variance through the use of measures from different sources for predictors and criteria. [ABSTRACT FROM AUTHOR]

This study proposed a conceptual model and examined the nature of the relationship between transformational leadership (TFL), perceived organisational support (POS), employee engagement (EE), and organisational commitment (OC) among employees in the Indian IT sector. It then examined the mediating effect of EE on the relationship between TFL, POS, and OC. The partial least squares equation modelling (PLS-SEM) was applied to validate the conceptual model. The findings revealed that TFL, POS and EE were significantly and positively related to OC. TFL had a greater significant effect on OC than POS. EE was found to partially mediate the relationship between TFL, POS, and OC. Control variables had a weak effect on EE and OC. However, Multigroup Analysis (MGA) revealed a significant difference in the EE of TFL between the lower and middle level managers. The findings confirm that direct policymakers and HR departments influence TFL and EE by adopting organisational interventions. Besides, its effect is also manifested in increasing the positive attitude and commitment towards the employees' work. [ABSTRACT FROM AUTHOR]