European Journal of Economics and Business Studies
Volume 11, Issue 1, 2025 · ISSN 2411-9571 (Print) · ISSN 2411-4073 (Online)
Emotional Intelligence and Work-Life Balance in Employees
Albanian University, Tirana, Albania
dh.lamcja@albanianuniversity.edu.al
DOI: 10.26417/wv099s02
Abstract
The purpose of this study was to investigate the impact of Emotional Intelligence and work-life balance on the quality of life of workers. The study used a quantitative methodology to meet the objectives of the study. While on the other hand, primary data was collected from responses to questionnaires widely distributed on the Google Forms platform. The sample of the study consisted of workers from different public and private sectors in the city of Tirana. In general, the participants in this study were a young age group, newly familiar with work and as such may still be trying to balance not only work-family conflicts but also to manage emotional intelligence in the workplace. The results of the study showed that there is no significant relationship between Emotional Intelligence and Work-Family conflict among the study participants. However, there was a significant relationship between Emotional Intelligence and Family-Work conflicts. The study also found that a high emotional intelligence also translated into a better quality of life among the study respondents, and these results varied depending on age, gender, education, length of time in the current job, and overall work experience. This synthesis of research on work-family conflict and emotional intelligence offers a multifaceted contribution to theory, practice, and policy. By integrating findings from diverse theoretical frameworks, it enhances our understanding of the complex interplay between emotional intelligence and the experience of work-family conflict. Practically, it highlights the significance of emotional intelligence in managing work-family conflict, suggesting interventions such as training programs and supportive organizational cultures. From a policy perspective, it suggests incorporating emotional intelligence measures into recruitment and advocating for work-life balance policies. These insights pave the way for more effective strategies to promote well-being and productivity in the workplace.
Keywords: Emotional intelligence, conflict, balance, work, quality of life
Conflicts between work and family obligations are common in today's fast-paced world. Cole (2004) discusses how employees often struggle to balance the demands of their jobs with those of their families, leading to two types of conflict: work-family conflict and family-work conflict. The former occurs when work demands interfere with family responsibilities, while the latter happens when family obligations disrupt work tasks. Adebola (2005) highlights that excessive work demands are a primary cause of family-work conflict, which can result in negative outcomes for family life. Conversely, family demands primarily influence work-family conflict and can predict negative work outcomes. These conflicts have far-reaching consequences, affecting not only work attitudes and outcomes but also family well-being. Grant-Vallone & Donaldson (2002) outline a myriad of effects stemming from family-work conflict, including stress, depression, physical illnesses, lower life satisfaction, and poor work performance. These repercussions underscore the importance of addressing work-family conflict to promote overall well-being.
Kahn et al. (1964) provide the foundational definition of work-family conflict, describing it as the tension individuals experience between their work roles and other life roles. This conflict arises when demands from one domain encroach upon the ability to fulfill responsibilities in another domain. Netmeyer et al. (1996) expand on this by distinguishing between family-work conflict and work-family conflict, emphasizing the bidirectional nature of these conflicts. Several studies support the positive relationship between emotional intelligence and work-life balance. For example, Sharma (2014) found that emotional intelligence is a key determinant of employee stability and organizational development. Similarly, Bina and John (2014) suggest that managers with higher emotional intelligence handle family-work conflict more effectively.
© 2025 The Author(s). Published by Mentisia under CC BY 4.0.