Emotional Intelligence and Leadership Effectiveness Among HR Managers in the Nigerian Banking Sector: A Survey of Selected Banks in Benin City

This study explores the relationship between emotional intelligence and leadership effectiveness among human resource managers in selected commercial banks in Benin City, Edo State, South South Nigeria. Leadership effectiveness in HR functions is critical to the successful design and implementation of people management policies, and emotional intelligence is increasingly recognised as a foundational competency for HR leaders in complex, people-centred organisations. The study adopts a descriptive survey design, with 80 HR managers and senior HR officers drawn from eight bank branches in Benin City serving as respondents. The Mayer-Salovey-Caruso Emotional Intelligence Test adapted for self-report and a validated leadership effectiveness scale are the primary instruments. Goleman's Emotional Intelligence Model provides the theoretical framework. Findings reveal a significant positive correlation between composite emotional intelligence scores and leadership effectiveness ratings provided by subordinates. The emotional regulation and empathy dimensions of emotional intelligence emerge as the strongest individual predictors of leadership effectiveness. The study also finds that HR managers with postgraduate qualifications do not automatically score higher on emotional intelligence, challenging assumptions about the relationship between formal education and emotional competence. Recommendations include the integration of emotional intelligence assessments into HR leadership selection, targeted emotional intelligence coaching programmes, and competency-based performance evaluation frameworks for HR managers. This study adds valuable evidence on emotional intelligence in Nigeria's South South banking environment. Keywords: Emotional Intelligence, Leadership Effectiveness, HR Management, Banking, Benin City.