Inﬂuencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas Mahfuza Alimova 1 , Irina Vaslavskaya 2 , Nonna Benevolenskaya 3 , Natalya Sokolitsyna 4 , Alexander Sokolitsyn 5 1 International Islamic Academy of Uzbekistan, Tashkent, Uzbekistan. E-mail: m.alimova@iiau.uz; ORCID ID: https://orcid.org/0000-0002-5980-0171. 2 Kazan (Volga Region) Federal University, Kazan, Russian Federation. E-mail: vaslavskaya@yandex.ru; ORCID ID: https://orcid.org/0000-0002-1363-3865. 3 Saint Petersburg State University, Saint Petersburg, Russian Federation. E-mail: ﬀf2204@mail.ru; ORCID ID: https://orcid.org/0000-0001-6029-0546. 4 Peter the Great St. Petersburg Polytechnic University, Saint Petersburg, Russian Federation. E-mail: natasokoli@spbstu.ru; ORCID ID: https://orcid.org/0000-0003-3322-5911. 5 Peter the Great St. Petersburg Polytechnic University, Saint Petersburg, Russian Federation. E-mail: sokolitsyn_as@spbstu.ru; ORCID ID: https://orcid.org/0000-0002-8640-1678. Resumen. El estudio tuvo como objetivo comprender la relación especíﬁca entre la inteligencia emocional de los directivos, la calidad de la comunicación gerencial y la mo- tivación no material de los empleados en organizaciones con orientación social. Además, fue importante identiﬁcar los mecanismos a través de los cuales estos factores inﬂuyen en la resiliencia organizacional en las condiciones de ﬁnanciación limitada que enfrentan las organizaciones que operan en el ámbito social. Comprender estos mecanismos es esencial para mejorar la estabilidad del personal y la eﬁcacia de las organizaciones sociales cuando los recursos son limitados. Se utilizó un diseño de investigación mixto. La etapa cuantitativa incluyó una encuesta a 320 empleados de 12 organizaciones sociales utilizando métodos validados: EQ-i 2.0 para evaluar la inteligencia emocional, un cuestionario de calidad de la comunicación gerencial, una escala WEIMS modiﬁcada para la motivación no material y una escala ORS adaptada para la resiliencia organizacional. La etapa cualitativa incluyó 24 entrevistas semiestructuradas con directivos y empleados. El análisis se realizó mediante métodos no paramétricos y codiﬁcación temática. Los resultados del estudio revelan cuatro mecanismos clave de inﬂuencia: apoyo emocional, apertura en la comunicación, reconoci- miento de logros y participación en la toma de decisiones. La calidad de la comunicación gerencial es el principal mecanismo a través del cual la inteligencia emocional afecta la moti- vación de los empleados. Los hallazgos corroboran la necesidad de desarrollar competencias comunicativas en la dirección de organizaciones con orientación social. Palabras clave: comunicaciones gerenciales, motivación no material, sostenibilidad organizacional, retención de personal, trabajo social. Recibido: 23/03/2025 ~ Aceptado: 15/09/2025 INTERACCIÓN Y PERSPECTIVA Revista de Trabajo Social ISSN 2244-808X ~ Dep. Legal pp 201002Z43506 DOI: https://doi.org/10.5281/zenodo.17641712 Vol. 16 (1): 149 - 163 pp, 2026

150 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 Inﬂuence of managers’ emotional intelligence on the formation of management style in socially oriented organizations Abstract. e study was aimed at understanding the speciﬁc relationship be- tween managers’ emotional intelligence, the quality of managerial communications, and employees’ non-material motivation in socially oriented organizations. In addi- tion, it was important to identify the mechanisms through which these factors inﬂu- ence organizational resilience under the conditions of limited funding faced by organi- zations operating in the social sphere. Understanding these mechanisms is essential for improving staﬀ stability and the eﬀectiveness of social organizations when resources are constrained. A mixed research design was used. e quantitative stage included a sur- vey of 320 employees from 12 social organizations using validated methods: EQ-i 2.0 to assess emotional intelligence, a managerial communication quality questionnaire, a modiﬁed WEIMS scale for non-material motivation, and an adapted ORS scale for organizational resilience. e qualitative stage included 24 semi-structured interviews with managers and employees. Analysis was conducted using non-parametric methods and thematic coding. e results of the study reveal four key mechanisms of inﬂuence: emotional support, openness in communication, recognition of achievements, and participation in decision-making. e quality of managerial communications is the main mechanism through which emotional intelligence aﬀects employee motivation. e ﬁndings substantiate the need to develop communication competences among the management of socially oriented organizations. Key words: management communications, non-material motivation, organizational sustainability, staﬀ retention, social work. INTRODUCTION In the ﬁeld of human resource management, the sphere of social work as an attractive area of employment constantly faces high staﬀ turnover, emotional burnout among specialists, and a de- cline in the quality of social services (Donika et al., 2024; Sapﬁrova, 2025). Under the conditions of limited funding (Krokhina, 2024), which is typical of socially oriented organizations, traditional mechanisms of ﬁnancial incentives are often unavailable, making non-material motivation a key factor in staﬀ retention (Janani & Pougajendy, 2024; Nikolaeva et al., 2023). Recent studies show that the quality of interaction between management and employees has a much stronger impact on motivation than ﬁnancial incentives in the context of social work (Mid- lage, 2025). e research problem lies in identifying mechanisms to increase the eﬀectiveness of manage- rial communications in inﬂuencing non-material motivation in the context of socially oriented organizations, where employees work under the conditions of high emotional stress and limited ﬁnancial resources (Togaibayeva et al., 2023). In this context, the emotional intelligence of manag- ers becomes a critical factor as it allows them to eﬀectively manage their own emotional state and that of subordinates, create a psychologically safe work environment, and develop sustainable moti- vational mechanisms that do not require signiﬁcant ﬁnancial costs (Hwang, 2024; Midlage, 2025).

Inﬂuencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 151 Vol. 16(1) enero - abril 2026/ 149 - 163 e objective of the study is to identify and describe the interconnections between managers’ emotional intelligence, the quality of managerial communications, and the formation of employ- ees’ non-material motivation in socially oriented organizations, as well as to determine the mecha- nisms through which these factors inﬂuence organizational resilience under conditions of limited funding. LITERATURE REVIEW First, scholars draw attention to the inﬂuence of managers’ emotional intelligence on creating a comfortable environment for employees (Yang, 2025), which is a key predictor of job satisfaction and employee engagement under the conditions of limited funding (Belozorova, 2025; Muñoz et al., 2024). Employees with a high level of emotional intelligence demonstrate greater resilience to stress factors and stronger commitment to organizational values. Azad and Kumar (2023) identiﬁed a direct relationship between emotional intelligence and psychological well-being in the workplace. eir study showed that emotionally intelligent manag- ers create an atmosphere of psychological safety, which becomes a powerful non-material motivator for employees of social organizations. Nugraha (2024) found that emotional intelligence plays a key role in reducing staﬀ turnover. e author demonstrated that emotional communication helps lower stress levels and retain personnel by fostering positive relationships and strengthening orga- nizational commitment. Second, the quality of managerial communications is regarded as an essential factor of organi- zational eﬀectiveness in the social sector (Abdullaev, 2023). Hwang (2024) claimed that managers’ emotional intelligence signiﬁcantly improves communication, strengthens trust, and increases em- ployee engagement, which is especially important in the context of socially oriented organizations. Messaoudi and Sakale (2024) found that managers’ interpersonal skills, based on emotional intel- ligence, serve as a gateway to creating an emotionally intelligent work environment. e authors emphasize that adaptive communication styles and active listening contribute to conﬂict resolu- tion, the strengthening of trust, and greater inﬂuence on the team. ird, socially oriented organizations are characterized by a link between managers’ emotional intelligence and employees’ work style, which aﬀects their motivational mechanisms (Kryucheva & Tolstoukhova, 2024). Wijaya and Senen (2024) argue that in social organizations, special attention is given to value-based communication and inclusive decision-making under the conditions of lim- ited resources. Timbaliuc (2022) found a correlation between high levels of managers’ emotional intelligence and a democratic style of communication. is study has shown that emotionally intelligent leaders are more inclined to involve subordinates in decision-making processes, which enhances their motivation and organizational commitment. Despite the considerable amount of research devoted to emotional intelligence and its impact on organizational outcomes, there are several gaps that require further study. On the one hand, the speciﬁcs of how emotional intelligence manifests in diﬀerent cultural contexts remain insuﬃciently explored (Moyinoluwa, 2024; Vengerovsky & Vasiliev, 2024; Al- madani, 2025). On the other hand, there is a gap in understanding the mechanisms through which managerial communications inﬂuence the formation of non-material motivation in so- cially oriented organizations (Babina & Utusikov, 2024). Butko (2025) notes that modern con-

152 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 cepts of emotional intelligence require improvement and greater elaboration regarding decision- making processes. e study aims at addressing these gaps through a comprehensive analysis of the relationship between managers’ emotional intelligence, the quality of managerial communications, and the for- mation of sustainable non-material motivation in Russian social organizations. METHODS Researcg design To achieve the research objective, a mixed design was selected, combining quantitative and qualitative methods of data collection and analysis (Almuﬂih et al., 2024). is approach helps obtain both statistically signiﬁcant results on the relationships between the main research variables (managers’ emotional intelligence, the quality of managerial communications, the level of em- ployees’ non-material motivation, and indicators of organizational resilience), as well as a deeper understanding of the mechanisms through which managerial communications inﬂuence employee motivation. e quantitative component of the study is correlational and aims to identify statisti- cally signiﬁcant relationships between managers’ emotional intelligence, the quality of managerial communications, the level of employees’ non-material motivation, and indicators of organizational resilience. e qualitative component includes semi-structured interviews with managers and employees of social organizations to provide an in-depth analysis of the mechanisms of motivation formation and identify speciﬁc factors inﬂuencing staﬀ retention in this ﬁeld. Research sample Quantitative stage. e sample consisted of 320 employees from 12 social organizations located in three regions of the Russian Federation. e focus on private social organizations was de- termined by the comparability of management styles and organizational structures, which ensures greater homogeneity of the sample and increases the internal validity of the results. e characteristics of the sample are presented in Table 1. Typology of participating organizations: Type 1: Medical centers, private hospitals, hospices, nursing homes, rehabilitation centers, and residential facilities for the elderly. Type 2: Charitable foundations (private, family, corporate, or community-based), autono- mous non-proﬁt organizations, and public associations. Type 3: Psychological support centers, educational and career guidance centers, and profes- sional rehabilitation organizations. e inclusion and exclusion criteria for the participants are presented in Figure 1.

Inﬂuencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 153 Vol. 16(1) enero - abril 2026/ 149 - 163 FIGURE 1. Inclusion and exclusion criteria for study participants. Qualitative phase. For the in-depth interviews, a purposive sample of 24 participants was formed (12 managers and 12 employees) representing diﬀerent types of social organizations: Type 1 organizations (n=8), Type 2 organizations (n=8), and Type 3 organizations (n=8). Research instruments For the quantitative phase, the following psychodiagnostic tools were used (Table 2). TABLE 1. Sample characteristics and distribution of participants by type of organization. Characteristics Value General characteristics of the sample Total sample size n=320 Managers n=85 (26.6%) Employees n=235 (73.4%) Number of organizations 12 Regions covered by the study Moscow, Saint Petersburg, Nizhny Novgorod Demographic characteristics Average age of participants 38.4 years (SD=11.2) Gender distribution 74% women, 26% men Average length of service in the organization 4.8 years (SD=3.6) Distribution of participants by type of organization Private social organizations providing socio-medical services n=128 (40.0%) Private social organizations engaged in charitable activities n=96 (30.0%) Private social organizations oﬀering psychological, educational, and labor assistance n=96 (30.0%)

154 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 TABLE 2. Psychodiagnostic tools used in the quantitative phase of the study. Tool Construct measured Number of questions Components/ scales Reliability (α) Emotional intelligence questionnaire EQ-i 2.0 (Bar-On, 2006) Emotional in- telligence of managers 133 Self-perception, self-ex- pression, interpersonal skills, decision-making, stress management 0.89 Managerial communica- tion quality questionnai- re (Spitzberg & Cupach, 2011) Effectiveness of managerial communica- tion 28 Eﬀectiveness, clarity, empathy, adaptability of communication 0.92 Non-material motivation scale in social work (mo- diﬁed version of WEIMS) (Tremblay et al., 2009) Non-material motivation of employees 18 Intrinsic motivation, identiﬁed regulation, introjected regulation 0.87 Organizational resilien- ce questionnaire (adapted ORS) (Kantur & İşeri-Say, 2012) Organizatio- nal resilience 24 Adaptability, cohesion, stress resistance, reco- very eﬀectiveness 0.85 Data collection procedure Data were collected between March and June 2024. Quantitative data were gathered using the online platform SurveyMonkey, ensuring complete anonymity of participants. Each respondent was assigned a unique code to match data from managers and subordinates without compromising their conﬁdentiality. Qualitative interviews were conducted in person, either on the premises of participating orga- nizations or in a neutral setting chosen by the interviewees. e duration of each interview was 45- 60 minutes. All interviews were recorded with participants’ consent and subsequently transcribed for analysis. e full conﬁdentiality of participants’ personal data was ensured. Data analysis methods e analysis of quantitative data included calculating descriptive statistics to characterize the sample and testing for normality of distribution using the Kolmogorov-Smirnov test. Since the survey data did not follow a normal distribution (p<0.05), non-parametric methods were used for analyzing relationships. Correlation analysis was conducted using Spearman’s rank correlation coeﬃcient to identify relationships between the studied variables. Groups were compared using the Mann-Whitney test (for two independent groups) and the Kruskal-Wallis test (for multiple com- parisons). Multiple regression analysis was performed using ordinal regression to identify predictors of non-material motivation with due regard to the ordinal nature of the survey data. To test the mediating role of managerial communications, mediation analysis was conducted using bootstrap procedures for non-parametric data. Qualitative analysis was carried out using thematic coding according to the approach in (Braun & Clarke, 2006), including initial coding of interview transcripts, grouping codes into thematic categories, identifying key themes and patterns, and triangulating the results with quanti-

Inﬂuencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 155 Vol. 16(1) enero - abril 2026/ 149 - 163 tative data. Statistical processing was performed with the SPSS 28.0 software. e level of statistical signiﬁcance was set at p<0.05. Ensuring reliability and validity Internal validity was ensured through the use of validated psychodiagnostic methods, control of confounding variables (work experience, age, level of education), and the application of strict inclusion/exclusion criteria. External validity was enhanced by including organizations of diﬀerent types and sizes from various regions, which allows for generalizing the results to a broader population of social organizations. e reliability of qualitative data was ensured through a double-coding procedure (two inde- pendent coders), followed by the calculation of intercoder reliability (Cohen’s Kappa=0.84). RESULTS Descriptive statistics A test of normality using the Kolmogorov-Smirnov criterion showed that the data on all scales signiﬁcantly deviated from a normal distribution (p<0.05), which justiﬁed the use of non- parametric methods of analysis. TABLE 3. Descriptive statistics of the main research variables. Variable n Median Q1-Q3 Min-Max Average SD Managers’ emotional intelligence (EQ-i 2.0) 85 112.0 96.0-126.0 65.0-142.0 109.7 18.4 Quality of management communications 320 87.0 76.0-99.0 43.0-124.0 86.3 16.2 Non-material employee motivation (WEIMS) 235 65.0 56.0-74.0 30.0-88.0 63.8 13.7 Organizational resilience (ORS) 320 76.0 67.0-86.0 39.0-106.0 75.9 15.1 Median values across all scales fall within the average to above-average range (Table 3), indi- cating a relatively favorable situation in the organizations studied. e analysis of relationships between variables was conducted using Spearman’s rank correla- tion coeﬃcient (Table 4). TABLE 4. Correlation matrix of the main research variables. Variable 1 2 3 4 1. Managers’ emotional intelligence - 2. Quality of managerial communications 0.672*** - 3. Employees’ non-material motivation 0.524*** 0.681*** - 4. Organizational resilience 0.618*** 0.743*** 0.706*** - ***p<0.001.

156 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 Statistically signiﬁcant positive correlations were found between all the studied variables. e strongest relationship was identiﬁed between the quality of managerial communications and orga- nizational resilience. Comparisons between managers and rank-and-ﬁle employees were conducted using the Mann-Whitney test (Table 5). TABLE 5. Diﬀerences in ratings between managers and employees. Variable Managers (n=85) Median (Q1-Q3) Employees (n=235) Median (Q1-Q3) U Z p r Quality of management communications 94.0 (84.0-107.0) 83.0 (73.0-95.0) 6342.5 -4.87 < 0.001 0.27 Organizational resilience 83.0 (74.0-93.0) 73.0 (64.0-83.0) 6891.0 -4.23 < 0.001 0.24 Managers reported signiﬁcantly higher ratings of communication quality and organizational resilience compared to rank-and-ﬁle employees. Diﬀerences among the three types of social organizations were analyzed using the Kruskal- Wallis test (Table 6). TABLE 6. Diﬀerences in indicators among types of organizations. Variable Type 1 (n=96) Type 2 (n=96) Type 3 (n=128) H p η² Managers’ emotional intelligence 116.0 (103.0-129.0) 113.0 (99.0-125.0) 105.0 (92.0-119.0) 8.94 0.011 0.11 Quality of management communications 91.0 (80.0-103.0) 89.0 (78.0-101.0) 82.0 (72.0-93.0) 12.67 0.002 0.08 Non-material motivation 69.0 (60.0-77.0) 67.0 (58.0-75.0) 61.0 (53.0-70.0) 15.89 < 0.001 0.14 Organizational resilience 80.0 (71.0-89.0) 78.0 (69.0-87.0) 72.0 (63.0-81.0) 11.23 0.004 0.07 *Data are presented as median (25 th -75 th percentile). e analysis revealed statistically signiﬁcant diﬀerences among the three types of organizations across all the measured indicators. Type 1 organizations showed the highest median values: manag- ers’ emotional intelligence (116.0), quality of managerial communications (91.0), employees’ non- material motivation (69.0), and organizational resilience (80.0). e lowest values were observed in Type 3 organizations.

Inﬂuencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 157 Vol. 16(1) enero - abril 2026/ 149 - 163 To examine the mediating role of managerial communications in the relationship between managers’ emotional intelligence and employees’ non-material motivation, a mediation analysis was conducted using a bootstrap procedure (5,000 iterations) (Table 7). TABLE 7. Mediation analysis results. Trajectory Coeﬃcient SE 95% CI p a (Emotional intelligence → Communication) 0.672 0.084 0.507-0.837 < 0.001 b (Communication → Motivation) 0.681 0.061 0.561-0.801 < 0.001 c (total eﬀect: Emotional intelligence → Motivation) 0.524 0.074 0.379-0.669 < 0.001 c’ (direct eﬀect with mediator controlled) 0.067 0.082 -0.094-0.228 0.413 ab (indirect eﬀect via mediator) 0.457 0.071 0.318-0.596 < 0.001 e results show full mediation: when the quality of managerial communications is included as a mediator, the direct relationship between managers’ emotional intelligence and employees’ non-material motivation becomes non-signiﬁcant (p=0.413). e mediation eﬀect accounts for 87.2%. Qualitative analysis results e thematic analysis of 24 interviews identiﬁed four main themes that explain the mecha- nisms through which managers’ emotional intelligence inﬂuences employee motivation. eme 1: “Emotional support and understanding” (mentioned by all 24 participants) e participants emphasized the importance of emotional support from management: “In our work, it is very important to feel that the manager understands your state and can support you in a dif- ﬁcult moment” (Employee, Type 1 organization, 5 years of experience). eme 2: “Openness and accessibility in communication” (21 participants) Employees highly valued the possibility of open dialogue with management: “When you can approach the manager with any question and know that you will be heard, it gives conﬁdence and the desire to work better” (Manager, Type 2 organization, 7 years of experience). eme 3: “Recognition of professional achievements” (19 participants) Non-material recognition was seen as an important motivating factor: “Our salaries are mod- est, but when the manager acknowledges your work in front of colleagues or thanks you in writing, it is very meaningful” (Employee, Type 1 organization, 4 years of experience). eme 4: “Participation in decision-making” (16 participants) e opportunity to inﬂuence work processes increased engagement: “When we are asked for our opinions on work matters and our suggestions are considered, you feel like part of the team” (Em- ployee, Type 3 organization, 6 years of experience).

158 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 e comparison of quantitative and qualitative data revealed a high degree of consistency. e statistically identiﬁed mediating role of managerial communications is supported by qualita- tive evidence highlighting the importance of open dialogue and emotional support. Diﬀerences between organization types are explained by the speciﬁc organizational culture and the nature of activities identiﬁed during the interviews. DISCUSSION e most signiﬁcant ﬁnding is the identiﬁcation of full mediation in the relationship between managers’ emotional intelligence and employees’ non-material motivation through the quality of managerial communications, with 87.2% of the eﬀect being mediated by communication pro- cesses. is result broadens the understanding of the mechanisms of emotional intelligence in the organizational context, showing that its inﬂuence on motivation is realized mainly through the quality of communication processes rather than directly (Moturenko, 2023; Dzgoev et al., 2024). is is consistent with studies (Hwang, 2024; Messaoudi & Sakale, 2024) that emphasized the role of emotional intelligence in improving interpersonal interaction and creating an emotionally intel- ligent work environment. e strong correlations identiﬁed between the studied variables (rs=0.524-0.743) point to the systemic interaction between emotional intelligence, communications, motivation, and orga- nizational resilience. Particularly noteworthy is the relationship between the quality of managerial communications and organizational resilience (rs=0.743), which conﬁrms the key role of commu- nication processes in ensuring the stability of social organizations under the conditions of limited funding. e results of the study are consistent with the ﬁndings of (Muñoz et al., 2024), which indi- cate that emotional intelligence is a key predictor of job satisfaction and employee engagement in the conditions of limited funding. However, this study expands on these ﬁndings by showing the speciﬁc mechanisms of inﬂuence through managerial communications. e identiﬁed importance of emotional support and recognition of professional achievements as key themes of the qualitative analysis conﬁrms (Silva, 2024; Kochetkova et al., 2025) the role of emotional intelligence in shaping a positive workplace culture (Mikhailenko, 2024). At the same time, the results complement the study (Timbaliuc, 2022), demonstrating not only the correlation between emotional intelligence and democratic communication, but also explaining the mecha- nism of this relationship through the improvement of communication quality. e diﬀerences in assessments between managers and employees revealed in this study are consistent with the observations (Carter, 2024) regarding positional diﬀerences in the perception of organizational processes. However, the obtained data show that these diﬀerences do not hinder the formation of general patterns in the relationships between the studied variables. e qualitative analysis conﬁrms the conclusions (Janani & Pougajendy, 2024) on the critical importance of emotional intelligence for reducing emotional burnout and increasing team resil- ience. e identiﬁed theme of emotional support and understanding directly corresponds to their ﬁndings about the role of emotional intelligence in creating an atmosphere of psychological safety.

Inﬂuencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 159 Vol. 16(1) enero - abril 2026/ 149 - 163 e results obtained contribute to the development of motivation theory in socially oriented organizations by demonstrating speciﬁc mechanisms for forming non-material motivation. e mediating role of managerial communications broadens the understanding of how managers’ emo- tional intelligence inﬂuences organizational outcomes. e results conﬁrm the applicability of social exchange theory in the context of social or- ganizations, showing how high-quality communicative relationships between management and employees compensate for the limited possibilities of material incentives. Emotional support, rec- ognition of achievements, and participation in decision-making serve as non-material currencies of social exchange. e study also develops the understanding of organizational sustainability in the social sphere, demonstrating that it is shaped not only through ﬁnancial stability but also through the quality of human relationships and the emotional climate within the organization. is expands traditional models of sustainability by adding emotional and communicative components. For the managers of social organizations, the results of the study stipulate the need to prioritize the development of communication competences alongside emotional intelligence (Fedotova et al., 2025). Since the quality of managerial communications is the main mechanism through which emotional intelligence aﬀects employee motivation, investments in developing the communication skills of management may have the greatest impact under the conditions of limited resources. e identiﬁed diﬀerences between organization types suggest the necessity of a diﬀerentiated approach to personnel management. Type 1 organizations, which demonstrated the highest results across all parameters, may serve as a model for other types of social organizations in terms of orga- nizing communication processes and developing employees’ emotional intelligence. e qualitative results provide recommendations for practical application: ensuring manage- ment is accessible for dialogue, creating a system for recognizing professional achievements, and involving employees in decision-making processes. ese measures do not require signiﬁcant ﬁnan- cial resources but can substantially increase motivation and reduce staﬀ turnover. For social organizations, the study results substantiate incorporating emotional intelligence criteria into management recruitment procedures, as well as the need for systematic training in communication skills at all levels of management (Kovalenko et al., 2022; Abdullayev et al., 2024). Study limitations e cross-sectional nature of the quantitative stage does not allow for deﬁnitive conclusions about cause-and-eﬀect relationships. Although the mediation analysis provides compelling evi- dence of the direction of eﬀects, longitudinal studies could oﬀer more robust conﬁrmation of the identiﬁed patterns. e regional limitation of the sample (three regions of the Russian Federation) may reduce the generalizability of the results to other cultural and socio-economic contexts. e speciﬁcs of the Russian social work system and the characteristics of national culture may inﬂuence the nature of the observed relationships (Alekseeva & Zubova, 2024; Pashkurov et al., 2025). e use of self-reports by participants to assess all variables may lead to social desirability ef- fects and common method variance. Including objective measures of organizational performance and independent assessments of communication processes could enhance the validity of the results.

160 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 e qualitative component of the study is limited by a relatively small sample of interviews (24 participants), which may not fully capture the diversity of opinions and experiences of employ- ees in social organizations. A larger qualitative study could reveal additional themes and nuances. Directions for future research Longitudinal studies could track the dynamics of managers’ emotional intelligence develop- ment and its impact on employee motivation over time, which would allow for a more accurate establishment of cause-and-eﬀect relationships and an assessment of the stability of the identiﬁed eﬀects. Cross-cultural studies are required to test the universality of the identiﬁed patterns in diﬀer- ent cultural contexts. A key area of interest lies in comparing the processes that drive non-material motivation in countries with diverse social welfare frameworks and social work structures. Intervention studies aimed at developing managers’ emotional intelligence and communica- tion skills could test the eﬀectiveness of the identiﬁed patterns and help design evidence-based training programs for the social sector (Akhmetshin et al., 2025). e study of the role of emotional intelligence under remote and hybrid work conditions, which are becoming increasingly widespread in the social sector, represents a relevant direction for future research, especially in the context of post-crisis organizational development. CONCLUSIONS is study made a signiﬁcant contribution to understanding the mechanisms of non-material motivation in socially oriented organizations, revealing the key role of managers’ emotional intel- ligence and the quality of managerial communications. e main result was the identiﬁcation of full mediation in the relationship between managers’ emotional intelligence and employees’ non- material motivation through the quality of managerial communications, with 87.2% of the eﬀect being mediated by communication processes. e study demonstrated that, under the conditions of limited funding in social organiza- tions, emotional support, open communication, recognition of professional achievements, and participation in decision-making become the main factors of employee motivation. e diﬀerences identiﬁed between types of organizations indicate the need for a diﬀerentiated approach to human resource management in the social sector. BIBLIOGRAPHIC REFERENCES • Abdullaev, E. E. (2023). “Opportunities for mutual assimilation of labor law regulations of the Russian Federation and the UAE in conditions of activation of migration ﬂows”. Lobbying in the Legislative Process, 2 (1), 22-28. https://doi.org/10.33693/2782-7372-2023-2-1-22-28 • Abdullayev, I., Akhmetshin, E., Nayanov, E., Otcheskiy, I., & Lyubanenko, A. (2024). “Pos- sibilities of using online network communities in the educational process to develop profes- sional skills in students”. Revista Conrado, 20 (98), 395-401.

Inﬂuencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 161 Vol. 16(1) enero - abril 2026/ 149 - 163 • Akhmetshin, E., Abdullayev, I., Kozachek, A., Savinkova, O., & Shichiyakh, R. (2025). “Competency-based model for the development of teachers’ personal and professional quali- ties”. Interacción y Perspectiva, 15 (1), 87-97. https://doi.org/10.5281/zenodo.14031118 • Alekseeva, V. P., & Zubova, L. V. (2024). “Algorithm of comprehensive economic and ﬁ- nancial analysis taking into account the level of risk tolerance of the enterprise”. Economic Problems and Legal Practice, 20 (5), 202-211. https://doi.org/10.33693/2541-8025-2024-20- 5-202-211 • Almadani, N. (2025). Emotional intelligence: e development of emotional intelligence in leadership. In: Sayed, Z. (Ed.) Emotionally intelligent methods for meaningful leadership (pp. 77-104). IGI Global Scientiﬁc Publishing. https://doi.org/10.4018/979-8-3693-7372-9. ch004 • Almuﬂih, A. S., Abdullayev, I., Bakhvalov, S., Shichiyakh, R., Dash, B. B., Rao K. B. V. B., & Bansal, K. (2024). “Securing IoT devices with zero day intrusion detection system using bi- nary snake optimization and attention based bidirectional gated recurrent classiﬁer”. Scientiﬁc Reports, 14, 29238. https://doi.org/10.1038/s41598-024-80255-y • Azad, Y., & Kumar, A. (2023). Emotional intelligence as a predictor of psychological wellbe- ing and workplace performance. In: Bhardwaj, B., Sharma, D., Dhiman, M. (Eds.) AI and emotional intelligence for modern business management (pp. 77-97). IGI Global Scientiﬁc Pub- lishing. https://doi.org/10.4018/979-8-3693-0418-1.ch006 • Babina, A., & Utusikov, S. (2024). “Methods to develop students’ humanitarian culture in the educational and training process”. Nuances: Estudos Sobre Educação, 35 (00), e024016. https://doi.org/10.32930/nuances.v35i00.10773. • Bar-On, R. (2006). “e Bar-On model of emotional-social intelligence (ESI)”. Psicothema, 18(Suppl.), 13-25. • Belozorova, E. N. (2025). “Digital ﬁnancial assets (DFA) regulation in the Russian Federa- tion: Main aspects”. Banking Services, 7, 31-39. • Braun, V., & Clarke, V. (2006). “Using thematic analysis in psychology”. Qualitative Research in Psychology, 3 (2), 77-101. https://doi.org/10.1191/1478088706qp063oa • Butko, P., Atkinson, N., & Jardine, B. (2025). “Emotional literacy and granularity: Gaps and opportunities in business leadership frameworks”. International Journal of Business and Man- agement, 20 (1), 143-143. https://doi.org/10.5539/ijbm.v20n1p143 • Carter, A. (2024). “Impact of emotional intelligence on leadership eﬀectiveness in corpo- rate settings in South Africa”. International Journal of Psychology, 9 (6), 55-65. https://doi. org/10.47604/ijp.3126 • Donika, A., Goverdovskaya, E., Kirgueva, F., Ekhaeva, R., & Dzidzoeva, S. (2024). “Miti- gating professional burnout: Socio-psychological support for human-centered professions”. Interaccion y Perspectiva, 15 (1), 292-303. https://doi.org/10.5281/zenodo.14031909. • Dzgoev, R. B., Krasulin, L. A., & Tregub, I. V. (2024). “Econometric analysis of the labor market in the North Caucasus Region”. Economic Problems and Legal Practice, 20 (2), 202- 210. https://doi.org/10.33693/2541-8025-2024-20-2-202-210. • Fedotova, I., Magomeddibirova, Z., Meremyanina, A., Voloshenko, A., & Avaisov, S. (2025). “Information technology competences as a motivating factor in the formation of a future specialist”. Revista Conrado, 21 (102), e4323.

162 Alimova, Vaslavskaya, Benevolenskaya, Sokolitsyna, Sokolitsyn Interacción y Perspectiva. Revista de Trabajo Social Vol. 16(1): 2026 • Hwang, J. (2024). “e role of emotional intelligence in leadership eﬀectiveness and em- ployee satisfaction”. International Journal of Scholarly Research and Reviews, 5 (2), 125-136. https://doi.org/10.56781/ijsrr.2024.5.2.0053 • Janani, S., & Pougajendy, S. (2024). “Resilience and emotional intelligence: A dynamic for HR professionals in workplace with reference to Supreme Industries Ltd”. International Journal for Multidisciplinary Research, 6 (6), 1-8. https://doi.org/10.36948/ijfmr.2024.v06i06.33442 • Kantur, D., & İşeri-Say, A. (2012). “Organizational resilience: A conceptual integrative frame- work”. Journal of Management & Organization, 18 (6), 762-773. https://doi.org/10.5172/ jmo.2012.18.6.762 • Kochetkova, D., Lipovenko, M., Gostilovich, A., Rusakovskiy, D., & Korolev, K. (2025). “e role of workplace culture in social integration of employee: Case study”. Interaccion y Perspectiva, 15 (3), 823-831. https://doi.org/10.5281/zenodo.16915467 • Kovalenko, V., Rodinova, N., Ostroukhov, V., Zudilova, E., Makushkin, S., & Sekerin, V. (2022). “Establishing eﬀective methods of intra-company travel company staﬀ training in the context of digitalization”. Revista Conrado, 18(S4), 418–424. • Krokhina, Yu. A. (2024). “Functions of ﬁnance as a factor in the development of ﬁnancial law”. Gaps in Russian Legislation, 17 (2), 54-57. https://doi.org/10.33693/2072-3164-2024- 17-2-054-057 • Kryucheva, Y., & Tolstoukhova, I. (2024). “e importance of motivation in students for successful professional education”. Revista on line de Politica e Gestao Educacional, 28 (00), e023031. https://doi.org/10.22633/rpge.v28i00.19886. • Messaoudi, I., & Sakale, S. (2024). “Interpersonal skills: A gateway to emotional intelligence in the workplace”. International Journal of English Language Studies, 6 (2), 172-176. https:// doi.org/10.32996/ijels.2024.6.2.25. • Midlage, L. (2025). “Emotional intelligence in the workplace: Enhancing team dynamics”. Research Invention Journal of Current Issues in Arts and Management, 4 (1), 17-22. https://doi. org/10.59298/rijciam/2025/411722. • Mikhailenko, A. (2024). “An object in the interior design as a concept of integrating deco- rative and applied art into the design of premises”. Man and Culture, 1, 34-47. https://doi. org/10.25136/2409-8744.2024.1.69671 • Moturenko, S. M. (2023). “Entrepreneurial activity in modern realities: Public-legal and private legal aspects”. Gaps in Russian Legislation, 16 (2), 187-192. https://doi.org/10.33693/2072- 3164-2023-16-2-187-192 • Moyinoluwa, F. L. (2024). “Transformative leadership strategies in healthcare: A panacea for fostering a positive work environment”. British Journal of Multidisciplinary and Advanced Studies: Health and Medical Sciences, 5 (2), 1-11. https://doi.org/10.37745/bjmas.2022.0452 • Muñoz, M. E. G., Ramírez, R., & Guerrra, F. D. Z. (2024). Emotional intelligence, job sat- isfaction, and work engagement at a public university. In: Hamdan, A. (Ed.) Technological in- novations for business, education and sustainability (pp. 223-234). Emerald Publishing Limited. https://doi.org/10.1108/978-1-83753-106-620241015 • Nikolaeva, E., Kotliar, P., & Nikolaev, M. (2023). “Revisiting traditional educational practices in the age of digitalization”. Revista on line de Politica e Gestao Educacional, 27 (00), e023057. https://doi.org/10.22633/rpge.v27i00.18527

Inﬂuencia de la inteligencia emocional de los directivos en la formación del estilo de gestión en organizaciones socialmente orientadas 163 Vol. 16(1) enero - abril 2026/ 149 - 163 • Nugraha, R. (2024). “e role of emotional intelligence in mitigating employee turnover: A psychological approach”. Observasi: Jurnal Publikasi Ilmu Psikologi, 2 (2), 257-270. https:// doi.org/10.61132/observasi.v2i2.680 • Pashkurov, A., Tarasov, I., & Qiao, K. (2025). “Deep cultural structures of the enlightenment movement and their role in modern social transformation”. Revista Universidad y Sociedad, 17 (5), e5420. • Sapﬁrova, A. (2025). “Implementation of the employer’s control function in labor relations as a means of ensuring personnel security”. Revista Universidad y Sociedad, 17 (5), e5414. • Silva, T. M. H. R. D. (2024). Cultivating wellbeing and happiness in the workplace: e role of emotional intelligence in fostering a positive organisational culture. In: Agha, K., Ali, A. (Eds.) Insights on wellbeing and happiness in the workplace (pp. 19-44). IGI Global Scientiﬁc Publishing. https://doi.org/10.4018/979-8-3693-2939-9.ch002 • Spitzberg, B. H., & Cupach, W. R. (2011). Interpersonal skills. In: Knapp, M. L., Daly, J. A. (Eds.) e SAGE handbook of interpersonal communication (4th ed., pp. 481-526). ousand Oaks: SAGE Publications. • Timbaliuc, N. (2022). Emotional intelligence and management styles. In: Proceedings of the International scientiﬁc conference “30 Years of economic reforms in the Republic of Moldova: Eco- nomic progress via innovation and competitiveness”, September 24-25, 2021, Chisinau, Republic of Moldova (pp. 301-306). Chisinau: ASEM. https://doi.org/10.53486/9789975155618.39 • Togaibayeva, A., Ramazanova, D., Kartbayeva, Zh., & Kereyeva, R. (2023). “Eﬀect of the development of didactic and practical skills in future special education teachers on their pro- fessional readiness for work in an inclusive educational environment”. European Journal of Contemporary Education, 12 (4), 1447-1462. https://doi.org/10.13187/ejced.2023.4.1447 • Tremblay, M. A., Blanchard, C. M., Taylor, S., Pelletier, L. G., & Villeneuve, M. (2009). “Work extrinsic and intrinsic motivation scale: Its value for organizational psychology re- search”. Canadian Journal of Behavioural Science, 41 (4), 213-226. https://doi.org/10.1037/ a0015167 • Vengerovsky, E. L., & Vasiliev, T. V. (2024). “Corporate culture and legal (labor) custom: e relationship of concepts”. Economic Problems and Legal Practice, 20 (3), 109-115. https://doi. org/10.33693/2541-8025-2024-20-3-109-115 • Wijaya, F., & Senen, S. H. (2024). “Strategic human resource management in social enter- prises: A systematic review of practices and challenges”. Journal of Social Entrepreneurship eory and Practice, 3 (2), 74-89. https://doi.org/10.31098/jsetp.v3i2.2821 • Yang, G. (2025). “Analysis of the contribution of human capital to enterprise value-taking the CFO as an example”. RISUS-Journal on Innovation and Sustainability, 16 (1), 82-91. https:// doi.org/10.23925/2179-3565.2025v16i1p82-91.