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ArticlePeer ReviewedOpen AccessPlagiarism Passed
Paper ID:10.55041/IJSREM.GSTCOS062

THE POWER OF EMOTIONAL INTELLIGENCE IN MITIGATING THE EFFECT OF PEER POLITICS

Stream/Area:

-

Subject:

-

Paper ID:

10.55041/IJSREM.GSTCOS062

Volume:

10 |

7 |

Jul 2026

Pages:

1-7

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/ijsrem.GSTCOS062

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

VK

Visali Karri

Department of MBA

CMR College of Engineering & Technology, Hyderabad, India,

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S

Santoshi

Department of MBA

CMR College of Engineering & Technology, Hyderabad, India,

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Abstract

Emotional Intelligence (EI) plays a vital role in helping employees manage workplace relationships and navigate peer politics, such as gossip, favouritism, competition, and power struggles. This study examines how EI enables employees to handle these challenges through emotional regulation, empathy, self-awareness, and effective communication. A mixed-method approach was adopted, combining survey data from 140 employees with workplace observations. Correlation and regression analyses were used to explore the relationship between EI dimensions and employees’ ability to manage peer politics. The findings reveal a significant positive relationship between emotional intelligence and the ability to deal with peer-related challenges. Among the EI dimensions, empathy emerged as the strongest predictor of effective peer-politics management. In contrast, motivation showed a negative relationship, suggesting that highly motivated employees may experience greater stress in politically charged environments. The study highlights the importance of developing emotional intelligence within organizations to strengthen workplace relationships, reduce conflicts, and foster trust and collaboration. Employees with higher EI are better equipped to maintain positive interactions and contribute to a healthy work environment. The research concludes that emotional intelligence is a valuable and sustainable tool for managing peer politics and promoting a psychologically safe, productive, and supportive workplace.

KEYWORDS

Emotional Intelligence Peer Politics Empathy Self-Awareness Self-Regulation Motivation.

Cite This Article

Visali Karri, Santoshi, "THE POWER OF EMOTIONAL INTELLIGENCE IN MITIGATING THE EFFECT OF PEER POLITICS," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 7, pp. 1-7, Jul 2026. https://doi.org/10.55041/ijsrem.GSTCOS062

Full Article/Conclusion

The study concludes that Emotional Intelligence (EI) is a vital and strategic competency in modern organizations, particularly in helping employees effectively navigate peer politics. Workplace politics, including favoritism, gossip, informal alliances, and interpersonal conflicts, can negatively affect employee morale, productivity, teamwork, and organizational climate. However, the findings reveal that employees with higher levels of emotional intelligence are better equipped to recognize, understand, and manage these challenges without allowing them to negatively influence their performance or professional relationships. The study highlights that key dimension of emotional intelligence, especially empathy, self-awareness, and emotional regulation, play a significant role in helping employees respond constructively to politically sensitive situations. Emotionally intelligent employees are more likely to maintain composure during conflicts, communicate effectively, understand different perspectives, and build trust among colleagues. As a result, they are less vulnerable to the negative effects of peer politics and are better able to sustain positive workplace interactions. The statistical findings further support this conclusion, indicating a strong positive relationship between emotional intelligence and the ability to manage peer politics. Employees with higher EI demonstrated greater resilience, stronger interpersonal skills, and a higher capacity to remain focused on organizational goals despite political pressures. Among all EI dimensions, empathy emerged as the most influential factor in fostering cooperation, reducing misunderstandings, and promoting healthy workplace relationships. From a Human Resource Management perspective, the findings emphasize the importance of integrating emotional intelligence into recruitment, training, leadership development, and employee engagement initiatives. Organizations that actively promote emotional intelligence can create a more inclusive, collaborative, and supportive work environment where political behavior has a reduced impact on employee well-being and performance. Therefore, investing in the development of emotional intelligence is not only beneficial for individual employees but also contributes to organizational effectiveness, employee satisfaction, and long-term success.    

References

1.       Aldoghan, M., & Elrayah, M.* (2021). An effective absenteeism policy: How employers use it to improve employees’ attendance behavior, working life? Arab Journal of Administration, 41(3), 425–435. 2.       Carlsson, M., & Finseraas, H.* (2024). Workplace peer effects in turnout. Working Papers in Economics and Statistics, Report No. 11, Linnaeus University. 3.       Chitescu, R. I., & Lixandru, M.* (2016). The influence of the social, political and economic impact on human resources, as a determinant factor of sustainable development. Procedia Economics and Finance, 39, 820–826. 4.       Himmer, R. P.* (2016). The effect of target demographics and emotional intelligence on workplace bullying (Doctoral dissertation, Walden University). Walden Dissertations and Doctoral Studies. 5.       Lopes, P. N., Brackett, M. A., Nezlek, J. B., Schütz, A., Sellin, I., & Salovey, P.* (2004). Emotional intelligence and social interaction. Personality and Social Psychology Bulletin, 30(8), 1018–1034. 6.       McClellan, J., Levitt, K., & DiClementi, G.* (n.d.). Emotional intelligence and positive organizational leadership: A conceptual model for positive emotional influence. Institute of Behavioral and Applied Management Journal, 197–203. 7.       Verma, S., & Chaubey, D. S.* (2016). Identifying the factors leading to workplace absenteeism and its effects on occupational stress and job satisfaction: An empirical study. International Journal of Organizational Behaviour & Management Perspectives, 5(2), 2340–2343.  

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Publication Date

7/4/2026

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