Table of Contents
Abstract
The Emotional Intelligence and Operational Effectiveness–Model, as detailed by Santa et al. in 2023, was created for a study that explored the effects of emotional intelligence on both organizational citizenship behavior and transformational/transactional leadership styles. The study further examined how these factors subsequently impact operational effectiveness. The items proposed for the model were adapted from a range of existing literature, including works by Wong & Law (2002), Solano & Nader (2004), Bass & Avolio (1990), Asgarie, Mezginejad, & Taherpour (2020), Santa, Hyland, & Ferrer (2014), and Santa, McDonald, & Ferrer (2019). This resulted in a 23-item instrument, which was administered to a sample from organizations within the manufacturing sector of Colombia’s Valle del Cauca region. The study reported on the measure’s factor structure, reliability, and validity.
Keywords
Emotional Intelligence; Operational Effectiveness; Organizational Citizenship Behavior; Transactional Leadership; Transformational Leadership; Measurement Models
Authors
Santa, Ricardo; Moros, Andreina; Morante, Diego; Rodríguez, Dorys; Scavarda, Annibal
Purpose
The purpose of this measurement model is to assess the impact of emotional intelligence on operational effectiveness and the mediating role of organizational citizenship behavior and leadership.
Construct
Emotional Intelligence; Organizational Citizenship Behavior; Transformational Leadership; Transactional Leadership; Operational Effectiveness
Validity
Regarding construct validity, the results derived from the factor analysis provide support for the structural validity of the measure.
Reliability
The internal consistency of the constructs was evaluated, yielding Cronbach’s alpha values that ranged from 0.849 to 0.965 and Composite Reliability (CR) values that ranged from 0.784 to 0.912.
Factor Analysis
A Confirmatory Factor Analysis (CFA) was conducted to analyze the connections between continuous latent and observable variables and to estimate the overall fit of the model to the data. Factor loadings were calculated initially, with the constraint that items loaded onto only one construct. The goodness-of-fit index (GFI) was utilized to measure the congruence between the hypothesized model and the observed covariance matrix, resulting in a GFI of 0.868. The model incorporates 276 distinct sample moments and requires the estimation of 55 distinct parameters. The Chi-square value totals 320.167 with 221 degrees of freedom, yielding a CMIN/DF of 1.449 and a probability level of 0.000. The reliability of the model was further endorsed by the root mean square error of approximation (RMSEA), which was 0.0.
Instrument
Test Type: Original Inventory/Questionnaire
Format: Items are rated using a five-point Likert-type scale, ranging from Strongly Disagree to Strongly Agree.
Language Available: English
Population Group: Human
Age Group: Adulthood (18 yrs & older)
Population Details: The study’s respondents were employees in the manufacturing sector located in the Valle del Cauca region of Colombia.
Test Methodology: The instrument’s development and evaluation involved Test Validity, Construct Validity, Test Reliability, Internal Consistency, Factor Analysis, Confirmatory Factor Analysis, and Measurement Model analysis.
Keywords
Emotional Intelligence; Operational Effectiveness; Organizational Citizenship Behavior; Transactional Leadership; Transformational Leadership; Measurement Models
Authors
Santa, Ricardo
Author ORCID Identifier: http://orcid.org/0000-0003-2584-2928
Affiliation: Cesa–Colegio de Estudios Superiores de Administración
Email address: [email protected]
Correspondence Address: [email protected]
Moros, Andreina
Author ORCID Identifier: No data is Available
Affiliation: Cesa–Colegio de Estudios Superiores de Administración
Email address: No data is Available
Correspondence Address: No data is Available
Morante, Diego
Author ORCID Identifier: No data is Available
Affiliation: Emavi–Escuela Militar de Aviación
Email address: No data is Available
Correspondence Address: No data is Available
Rodríguez, Dorys
Author ORCID Identifier: No data is Available
Affiliation: Cesa–Colegio de Estudios Superiores de Administración
Email address: No data is Available
Correspondence Address: No data is Available
Scavarda, Annibal
Author ORCID Identifier: No data is Available
Affiliation: Federal University of the State of Rio de Janeiro
Email address: No data is Available
Correspondence Address: No data is Available
Permissions & Fee and Test Year
Permissions: May be used for Research/Teaching purposes.
Commercial: No
Fee: No
Test Year: 2023
License: https://creativecommons.org/licenses/by/4.0/deed.en
Reference’s
Santa, R., Moros, A., Morante, D., Rodríguez, D., & Scavarda, A. (2023). The impact of emotional intelligence on operational effectiveness: The mediating role of organizational citizenship behavior and leadership. PLoS ONE, 18(8), Article e0284752. https://doi.org/10.1371/journal.pone.0284752
Items of the Emotional Intelligence and Operational Effectiveness–Model
The specific items for the measure are noted as being available in the supplemental material of the source reference.
Emotional Intelligence
| Dimension | Item |
| Self-emotion appraisal (SEA) | I have a good sense of why I have certain feelings most of the time. |
| I have a good understanding of my own emotions. | |
| I really understand what I feel. | |
| I always know whether or not I am happy. | |
| Others’ emotion appraisal (OEA) | I always know my friends’ emotions from their behavior. |
| I am a good observer of others’ emotions. | |
| I am sensitive to the feelings and emotions of others. | |
| I have a good understanding of the emotions of people around me. | |
| Use of emotion (UOE) | I always set goals for myself and then try my best to achieve them. |
| I always tell myself I am a competent person. | |
| I am a self-motivated person. | |
| I would always encourage myself to try my best. | |
| Regulation of emotion (ROE) | I am able to control my temper and handle difficulties rationally. |
| I am quite capable of controlling my own emotions. | |
| I can always calm down quickly when I am very angry. | |
| I have good control of my own emotions. |
Organizational Citizenship Behavior
| Dimension | Item |
| Altruism | I help others who have a heavy workload. |
| I help others who have been absent. | |
| I willingly give my time to help others who have work-related problems. | |
| I help guide new people, even if it’s not necessary. | |
| Civic virtue | I make a summary of the changes in the organization. |
| I attend functions that are not mandatory, but that help the image of the company. | |
| I attend and participate in meetings related to the organization. | |
| Consciousness | I am always punctual. |
| I don’t take extra breaks. | |
| I never take long lunches or breaks. | |
| I obey company rules, regulations, and procedures even when no one is looking. | |
| Sportsmanship | I spend a lot of time complaining about trivial matters. |
| I constantly talk about wanting to quit my job. | |
| I make problems bigger than they are. | |
| I always focus on what is wrong with my situation, instead of the positive. | |
| Courtesy | I inform my executive or superior before taking important actions. |
| I consult with my subordinates or others who might be affected by my actions or decisions. | |
| I do not abuse the rights of others. | |
| I take steps to prevent problems with others. |
Leadership
| Item No. | Item |
| 1. | My presence has little effect on the performance of my colleagues. |
| 2. | I don’t try to change what others do as long as things go well. |
| 3. | Colleagues and subordinates are proud to work with me. |
| 4. | I place special emphasis on careful problem-solving before acting. |
| 5. | I avoid getting involved in the work of others. |
| 6. | I do not tell subordinates where I am physically on some occasions. |
| 7. | I show that I firmly believe in the saying “if it works, don’t fix it”. |
| 8. | I give others what they want in exchange for their support. |
| 9. | I avoid intervening in the work of others, except when the objectives are not achieved. |
| 10. | I make sure that there is a strong agreement with others between what I expect them to do and what they can get from me for their efforts. |
| 11. | If necessary, the employee can negotiate with me what they will receive in exchange for their work. |
| 12. | I let others know that they can achieve what they want if they work as agreed with me. |
| 13. | I worry about training (training, educating) those who need it. |
| 14. | I focus my attention on the cases in which the expected goals are not achieved. |
| 15. | I make people use reasoning and evidence to solve problems. |
| 16. | I try to get others what I want in exchange for their cooperation. |
| 17. | I am willing to instruct them or teach others whenever they need it. |
| 18. | I don’t try to make changes while things are going well. |
| 19. | I give talks to motivate others. |
| 20. | I avoid making decisions. |
| 21. | I have the respect of colleagues and subordinates. |
| 22. | I boost the motivation for the success of others. |
| 23. | I try to make others see problems as an opportunity to learn. |
| 24. | I try to develop new ways to motivate others. |
| 25. | I get others to think about old problems in new ways. |
| 26. | I let the others continue doing their work as they have always done if I do not think it is necessary to introduce some change. |
| 27. | I am hard to find when a problem arises. |
| 28. | I encourage the use of intelligence to overcome obstacles. |
| 29. | I ask others to support their opinions with solid arguments. |
| 30. | I give them new ways to approach problems that used to be perplexing. |
| 31. | I avoid telling others how to do things. |
| 32. | I am likely to be absent when needed. |
| 33. | Others have full confidence in me. |
| 34. | They trust my ability to overcome any obstacle. |
Operational effectiveness
| Dimension | Item |
| Quality | Our organization regards quality as the most important competitive priority. |
| Our organization has demonstrated a commitment to quality. | |
| This organization measures what it does and seeks to improve business processes. | |
| Our organization is seeking opportunities to bridge the gap between organizational capabilities and customer demand. | |
| The organization is looking for a consistent provision of products and services that satisfy customers. | |
| Speed | This organization ensures it delivers services/products on time. |
| This organization is able to shorten the time between the service or product request and the service or product delivery. | |
| This organization is able to deliver a product or service at the frequency and time expected by customers/users. | |
| In this organization, products/services are delivered on time. | |
| Cost | Offering competitive pricing is important to our organization. |
| The organization is seeking to eliminate waste through efficient processes such as purchasing, production, and staff performance. | |
| Our organization is cost effective. | |
| It is important to make communication cost efficient. | |
| It is important to minimize travel costs. | |
| It is important to keep the cost of services down. | |
| Flexibility | Our organization has the ability to adjust to changes in order to respond to customer/user demands. |
| Our organization can easily change the procedures required for a service. | |
| The organization could offer better-customized services/products. | |
| Reliability | The organization’s processes consistently perform as expected. |
| Our products/services meet customer requirements. | |
| Our organization is concerned that the product/service is presenting errors. | |
| The services offered are accurate. | |
| Our organization is consistently delivering or providing products/services that the customer can rely on. |
Cite this article
Mohammed looti (2026). Emotional Intelligence and Operational Effectiveness-Model Inventory. PSYCHOLOGICAL SCALES. Retrieved from https://scales.arabpsychology.com/s/emotional-intelligence-and-operational-effectiveness-model-inventory/
Mohammed looti. "Emotional Intelligence and Operational Effectiveness-Model Inventory." PSYCHOLOGICAL SCALES, 6 Apr. 2026, https://scales.arabpsychology.com/s/emotional-intelligence-and-operational-effectiveness-model-inventory/.
Mohammed looti. "Emotional Intelligence and Operational Effectiveness-Model Inventory." PSYCHOLOGICAL SCALES, 2026. https://scales.arabpsychology.com/s/emotional-intelligence-and-operational-effectiveness-model-inventory/.
Mohammed looti (2026) 'Emotional Intelligence and Operational Effectiveness-Model Inventory', PSYCHOLOGICAL SCALES. Available at: https://scales.arabpsychology.com/s/emotional-intelligence-and-operational-effectiveness-model-inventory/.
[1] Mohammed looti, "Emotional Intelligence and Operational Effectiveness-Model Inventory," PSYCHOLOGICAL SCALES, vol. X, no. Y, ص Z-Z, April, 2026.
Mohammed looti. Emotional Intelligence and Operational Effectiveness-Model Inventory. PSYCHOLOGICAL SCALES. 2026;vol(issue):pages.