IJCOPE Journal

UGC Logo DOI / ISO Logo

International Journal of Creative and Open Research in Engineering and Management

A Peer-Reviewed, Open-Access International Journal Supporting Multidisciplinary Research, Digital Publishing Standards, DOI Registration, and Academic Indexing.
Journal Information
ISSN: 3108-1754 (Online)
Crossref DOI: Available
ISO Certification: 9001:2015
Publication Fee: 599/- INR
Compliance: UGC Journal Norms
License: CC BY 4.0
Peer Review: Double Blind
Volume 02, Issue 7

Published on: July 2026

BRIDGING BRAIN DOMINANCE AND BEHAVIOR: EXAMINING EMOTIONAL INTELLIGENCE AS A MEDIATING VARIABLE BETWEEN HBDI COGNITIVE STYLE AND LEADERSHIP EFFECTIVENESS IN MULTINATIONAL CORPORATIONS OF RAJASTHAN

Sonal Sharma

Dr. Anjoo Chauhan

Faculty of Commerce and Management, Mahrishi Arvind University, Jaipur, Rajasthan, India
DOI:https://doi.org/10.55041/ijcope.v2i7.248

Article Status

Plagiarism Passed Peer Reviewed Open Access

Available Documents

Download PDF Review Report

Abstract

While the Herrmann Brain Dominance Instrument (HBDI) has been widely used to profile leaders' cognitive preferences, the mechanism through which cognitive style translates into observed leadership effectiveness remains under-theorized. This study proposes and tests Emotional Intelligence (EI) as a mediating variable in the relationship between HBDI cognitive style and leadership effectiveness among leaders in multinational corporations (MNCs) operating in Rajasthan. Using samples of 386 managers and senior leaders across manufacturing, IT/ITES, and hospitality-sector MNCs in Jaipur, Udaipur, and Bhiwadi, the study measures HBDI quadrant profile, trait Emotional Intelligence and multi-rater leadership effectiveness scores. Mediation analysis, conducted using the Baron and Kenny causal-steps approach supplemented by bootstrapped Sobel testing, reveals that Emotional Intelligence partially mediates the relationship between HBDI cognitive style (particularly Quadrant C, interpersonal/emotive preference) and leadership effectiveness (indirect effect β = 0.27, Sobel Z = 4.12, p < 0.001), with the direct effect remaining significant (β = 0.31, p < 0.001). These findings suggest that cognitive style alone is an incomplete predictor of leadership effectiveness, and that emotional intelligence functions as a critical behavioral bridge translating cognitive preference into effective leadership action.

Keywords: Herrmann Brain Dominance Instrument, Emotional Intelligence, leadership effectiveness, mediation analysis, multinational corporations, Rajasthan

How to Cite this Paper

Sharma, S. (2026). Bridging Brain Dominance and Behavior: Examining Emotional Intelligence as a Mediating Variable between HBDI Cognitive Style and Leadership Effectiveness in Multinational Corporations of Rajasthan. International Journal of Creative and Open Research in Engineering and Management, <i>02</i>(7), 1-9. https://doi.org/10.55041/ijcope.v2i7.248

Sharma, Sonal. "Bridging Brain Dominance and Behavior: Examining Emotional Intelligence as a Mediating Variable between HBDI Cognitive Style and Leadership Effectiveness in Multinational Corporations of Rajasthan." International Journal of Creative and Open Research in Engineering and Management, vol. 02, no. 7, 2026, pp. 1-9. doi:https://doi.org/10.55041/ijcope.v2i7.248.

Sharma, Sonal. "Bridging Brain Dominance and Behavior: Examining Emotional Intelligence as a Mediating Variable between HBDI Cognitive Style and Leadership Effectiveness in Multinational Corporations of Rajasthan." International Journal of Creative and Open Research in Engineering and Management 02, no. 7 (2026): 1-9. https://doi.org/https://doi.org/10.55041/ijcope.v2i7.248.

Search & Index

Google Scholar Crossref DOI ResearchGate

References


  1. Herrmann, N. (1996). The Whole Brain Business Book. McGraw-Hill.

  2. Herrmann, N. (1989). The Creative Brain. Brain Books.

  3. Herrmann-Nehdi, A. (2012). Whole Brain Thinking and the Future of Leadership. Herrmann International.

  4. Mayer, J. D., & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. J. Sluyter (Eds.), Emotional Development and Emotional Intelligence: Educational Implications. Basic Books.

  5. Goleman, D. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.

  6. Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.

  7. Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business School Press.

  8. Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research. Journal of Personality and Social Psychology, 51(6), 1173–1182.

  9. Sobel, M. E. (1982). Asymptotic confidence intervals for indirect effects in structural equation models. Sociological Methodology, 13, 290–312.

  10. Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891.

Ethical Compliance & Review Process

  • •All submissions are screened under plagiarism detection.
  • •Review follows editorial policy.
  • •Authors retain copyright.
  • •Peer Review Type: Double-Blind Peer Review
  • •Published on: Jul 28 2026
CCBYNC

This article is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. You are free to share and adapt this work for non-commercial purposes with proper attribution.

View License
Back to Volume 02, Issue 7View All Issues Next Article

← Previous Article

boAt Lifestyle: Navigating the Crossroads of Affordability and Ambition in India's Consumer Electronics Market

Next Article →

Budgetary Control Practices and Organizational Performance: A Descriptive Perspective on Financial Planning and Control
Scroll to Top