Emotional Intelligence and Operational Effectiveness – Model Inventory

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Abstract

The Emotional Intelligence and Operational Effectiveness-Model Inventory, developed by Santa et al. in 2023, is a psychometric instrument designed to investigate the complex relationships between individual Emotional Intelligence (EI) and subsequent organizational outcomes. Specifically, the study for which the model was created explored the direct and indirect effects of EI on organizational effectiveness, mediated through key behavioral and leadership variables.

The 23-item instrument synthesizes and adapts components from established measures related to Organizational Citizenship Behavior (OCB) and various leadership styles, including works by Wong & Law (2002) and Bass & Avolio (1990). The resulting scale was administered to employees within the manufacturing sector located in Colombia’s Valle del Cauca region. Initial psychometric testing confirmed the measure’s structural validity and high internal consistency.

Keywords

Emotional Intelligence, Operational Effectiveness, Organizational Citizenship Behavior, Transactional Leadership, Transformational Leadership, Measurement Models, Psychometrics.

Authors

Santa, Ricardo, Moros, Andreina, Morante, Diego, Rodríguez, Dorys, Scavarda, Annibal

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Purpose

The primary purpose of this measurement model is to establish a valid and reliable assessment tool capable of quantifying the influence of Emotional Intelligence on organizational performance metrics.

Specifically, the model seeks to statistically assess the impact of employee EI on overall Operational Effectiveness, while simultaneously evaluating the mediating roles played by Organizational Citizenship Behavior (OCB) and different Leadership approaches (both transformational and transactional) within organizational settings.

Construct

The inventory is designed to measure five interconnected psychological and organizational constructs, forming a structural model for organizational performance analysis.

  • Emotional Intelligence: Assessing the individual’s ability to perceive, use, understand, and regulate emotions, often broken down into dimensions like Self-emotion appraisal (SEA), Others’ emotion appraisal (OEA), Use of emotion (UOE), and Regulation of emotion (ROE).

  • Organizational Citizenship Behavior (OCB): Measuring voluntary behaviors that exceed formal job requirements and contribute to the effective functioning of the organization, including dimensions like Altruism, Civic virtue, Consciousness, Sportsmanship, and Courtesy.

  • Transformational Leadership: Assessing leadership qualities that inspire and motivate employees to achieve extraordinary outcomes.

  • Transactional Leadership: Assessing leadership focused on supervision, organization, and performance based on rewards and punishments.

  • Operational Effectiveness: Evaluating the organization’s ability to perform activities better than rivals, measured across dimensions such as Quality, Speed, Cost, Flexibility, and Reliability.

Validity

The construct validity of the Emotional Intelligence and Operational Effectiveness-Model Inventory was supported through rigorous statistical analysis. The results obtained from the Confirmatory Factor Analysis (CFA) provided empirical evidence affirming the structural integrity of the proposed theoretical model and its ability to accurately measure the intended latent constructs.

Reliability

The reliability of the instrument demonstrates strong internal consistency across all measured constructs. This was established by calculating two standard psychometric indicators.

The values for Cronbach’s alpha, a measure of internal consistency, ranged robustly from 0.849 to 0.965. Additionally, the Composite Reliability (CR) values, which assess the consistency of the construct indicators, ranged from 0.784 to 0.912, confirming that the measurement model exhibits high levels of dependability and precision.

Factor Analysis

A Confirmatory Factor Analysis (CFA) was performed to test the hypothesized structure of the model, examining the relationships between the continuous latent variables (the constructs) and their observable indicators (the items). The analysis was constrained so that each item loaded exclusively onto a single construct.

The overall fit of the model to the observed data was evaluated using several standard indices. The Goodness-of-Fit Index (GFI) was 0.868. With 276 distinct sample moments and 55 estimated parameters, the Chi-square value was 320.167 with 221 degrees of freedom, resulting in a CMIN/DF ratio of 1.449, which indicates a good fit. Furthermore, the Root Mean Square Error of Approximation (RMSEA) was reported as 0.0, providing strong support for the high reliability and fit of the proposed model structure.

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 sample consisted of employees working in the manufacturing sector within the Valle del Cauca region of Colombia.

Test Methodology: The development and evaluation process utilized Test Validity, Construct Validity, Test Reliability, Internal Consistency (Cronbach’s alpha), Factor Analysis, Confirmatory Factor Analysis (CFA), and Measurement Model analysis.

Keywords

Organizational Psychology, Leadership Styles, Factor Structure, Composite Reliability, Manufacturing Sector, Colombia, Psychometric Scale.

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Authors

Author ORCID Identifier (R. Santa): http://orcid.org/0000-0003-2584-2928

Affiliation Email addresses: [email protected] (Ricardo Santa)

Correspondence Address: [email protected] (Ricardo Santa)

Permissions & Fee and Test Year

The instrument is available for academic and educational purposes under specific usage guidelines.

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

The items were adapted from previous 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).

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Items of the Emotional Intelligence and Operational Effectiveness-Model Inventory

IMPORTANT: The following scale items must be preserved in their original language and must not be changed in any way.

The specific items for the measure are noted as being available in the supplemental material of the source reference.

Emotional Intelligence

DimensionItem
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

DimensionItem
AltruismI 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 virtueI 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.
ConsciousnessI 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.
SportsmanshipI 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.
CourtesyI 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

DimensionItem
QualityOur 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.
SpeedThis 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.
CostOffering 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.
FlexibilityOur 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.
ReliabilityThe 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 (2025). Emotional Intelligence and Operational Effectiveness – Model Inventory. Psychological Scales & Instruments Database. Retrieved from https://db.arabpsychology.com/scales/emotional-intelligence-and-operational-effectiveness-model-inventory/

Mohammed looti. "Emotional Intelligence and Operational Effectiveness – Model Inventory." Psychological Scales & Instruments Database, 31 Oct. 2025, https://db.arabpsychology.com/scales/emotional-intelligence-and-operational-effectiveness-model-inventory/.

Mohammed looti. "Emotional Intelligence and Operational Effectiveness – Model Inventory." Psychological Scales & Instruments Database, 2025. https://db.arabpsychology.com/scales/emotional-intelligence-and-operational-effectiveness-model-inventory/.

Mohammed looti (2025) 'Emotional Intelligence and Operational Effectiveness – Model Inventory', Psychological Scales & Instruments Database. Available at: https://db.arabpsychology.com/scales/emotional-intelligence-and-operational-effectiveness-model-inventory/.

[1] Mohammed looti, "Emotional Intelligence and Operational Effectiveness – Model Inventory," Psychological Scales & Instruments Database, vol. X, no. Y, ص Z-Z, October, 2025.

Mohammed looti. Emotional Intelligence and Operational Effectiveness – Model Inventory. Psychological Scales & Instruments Database. 2025;vol(issue):pages.

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