This study investigates how social psychological factors influence the development of emotional intelligence (EI) among individuals in managerial roles. A mixed-methods approach was employed, involving 120 mid-level and senior managers from technology, healthcare, and finance sectors. Quantitative data were collected through standardized surveys that measured EI and organizational climate, including dimensions such as team cohesiveness, perceived social support, and cultural acceptance of emotional expression. Qualitative insights were gathered via semi-structured interviews with 30 managers to explore subjective experiences of emotional skill-building in diverse work environments. The findings demonstrate a strong positive correlation between EI levels and supportive social contexts. Managers who reported higher team cohesiveness and open communication scored significantly better in empathy and social skills. Interviews further underscored the importance of role modeling and mentorship; participants cited learning opportunities gained from leaders who prioritized transparent communication. Additionally, industry-specific patterns emerged: managers in healthcare reported higher empathy scores, while technology firms emphasized innovation and fluid hierarchies, correlating with moderately elevated EI. Social identity factors, including gender and cultural background, also shaped emotional intelligence development. Overall, the results emphasize that social structures, collaborative norms, and inclusivity significantly impact how managers acquire and refine EI competencies.

Emotional intelligence, management, social psychological factors

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