The Mediating Role of Strength-Based Leadership in the Relationship between Emotional Intelligence and Employee Performance in Kuwait’s Oil and Gas Sector

Abstract

This study examines the potential mediating role of strength-based leadership (SBL) in the relationship between emotional intelligence (EI) and employee performance (EP) within Kuwait’s oil and gas sector. The research evaluates whether emotionally intelligent leadership directly enhances employee performance or does so indirectly through strength-based leadership behaviors. A quantitative research design was utilized, drawing on survey data from 75 employees and managers across major oil and gas organizations in Kuwait. Emotional intelligence was measured using the dimensions of self-awareness, self-regulation, motivation, empathy, and social skills, while employee performance was assessed through indicators of productivity, engagement, commitment, and innovativeness. The results indicate a significant positive relationship between strength-based leadership and employee performance. The findings support an indirect mediating role of strength-based leadership. However, the direct relationship between emotional intelligence and employee performance was negative and statistically nonsignificant, indicating that emotional intelligence alone may not directly improve performance outcomes unless expressed through strength-based leadership behaviors. This study advances leadership literature by proposing an integrated framework that clarifies how emotional competencies are operationalized through leadership practices in high-pressure organizational environments. The practical implications underscore the necessity of incorporating emotional intelligence and strength-based leadership into leadership development initiatives within Kuwait’s oil and gas sector.