Управленец2218-50032686-792310.29141/2218-5003-2025-16-6-5NHFKKKhttps://upravlenets.usue.ru/ru/-2025/1768https://upravlenets.usue.ru/ru/-2025/1768Исследование эмоционального интеллекта в контексте гибридной занятости (на примере IT-сектора Индии)Studying emotional intelligence in hybrid settings: The case of India’s evolving IT sectorКаурДжаслинКаурДжаслинKaurJasleenjasleenkaur@jcboseust.ac.inЧауханАнушриЧауханАнушриChauhanAnushreeanushree27973@gmail.comJ.C. Bose University of Science & Technology (Faridabad (Haryana), India)Университет науки и технологий имени Дж.Ч. Боса (г. Фаридабад (штат Харьяна), Индия)1601202616669880609202503112025CC BY-NC 4.0

Традиционные модели эмоционального интеллекта, несмотря на прочную теоретическую основу, не в полной мере учитывают специфику гибридного формата работы, в котором адаптивность, эмпатия и цифровое доверие являются обязательными для эффективного функционирования организации. Статья посвящена изучению эмоционального ландшафта гибридной занятости в IT-среде, в которой работники сталкиваются со сложностями удаленной коммуникации, цифровой перегрузкой и ограниченным числом личных контактов. Методологическую базу исследования составили компетентностный подход и теория социально-технических систем в контексте гибридного графика работы. С помощью опроса 422 респондентов – сотрудников индийских IT-компаний изучены поведенческие принципы, лежащие в основе четырех ключевых компонентов эмоционального интеллекта: самосознания, самоконтроля, социальной компетентности и управления взаимоотношениями. Для обработки полученных данных применялся исследовательский и подтверждающий факторный анализ. Идентифицированы шесть факторов – драйверов эмоциональной компетентности в гибридной модели занятости, а именно: эмпатия, самовыражение, межличностное влияние, эмоциональная ясность, надежность и адаптивность. Сетевой анализ, направленный на оценку взаимодействия указанных факторов, позволил распределить их на два взаимодополняющих кластера: внутриличностные драйверы, поддерживающие способность к саморегуляции, и межличностные, формирующие социальные навыки. Обнаружено, что самовыражение выступает центральным звеном, объединяющим оба кластера и способствующим развитию общей эмоциональной эффективности. Полученные результаты дополняют концепцию эмоционального интеллекта в части цифрового аспекта деятельности компаний, а также могут использоваться организациями при формировании эмоционально устойчивой рабочей среды и развитии лидерских компетенций.

While traditional emotional intelligence (EI) models have laid a strong foundation, they fall short in capturing the emotional demands of hybrid work, where adaptability, empathy and digital trust are not optional but crucial for an organization’s performance. The study explores the emotional landscape of hybrid IT work settings, where employees handle the invisible boundaries of remote communication, digital overload and limited face-to-face cues. Methodologically, the study is guided by established perspectives on competency-based theory and socio-technical systems theory in the context of hybrid work. The paper explores the behavioural foundations that shape the four core components of EI – self-awareness, self-management, social awareness and relationship management – using exploratory and confirmatory factor analyses applied to 422 responses from Indian IT professionals. Six distinct factors (empathy, self-expression, interpersonal influence, emotional clarity, trustworthiness, adaptability) emerged as critical drivers shaping the emotional competence in this evolving workspace. To understand how these factors interact, network analysis was conducted, revealing two interrelated clusters: intrapersonal drivers, supporting self-regulatory competencies, and interpersonal drivers, shaping social capabilities. Self-expression emerged as the central factor, bridging the two clusters and shaping the overall emotional effectiveness. The findings extend EI theory into the digital age and provide a tailored and practical framework for organizations to develop emotionally sustainable workplaces and guide future leadership development.

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