Leader’s emotional agility: Scale validation and psychological correlates

Abstract

Purpose: This study aims to develop and validate the Emotional Agility Scale for leaders by expanding and re-conceptualising the emotional agility subscale of the Agile Leadership Scale, and to examine its demographic and psychological correlates. Design/methodology/approach: The scale was extended based on theory, expert input, and qualitative data collected through open-ended questions. Exploratory and confirmatory factor analyses were conducted using evaluations provided by followers of school leaders. Multiple validity types, including construct and convergent validity, were assessed. Findings: Factor analysis of the Emotional Agility Scale (EAS) for leaders revealed a two-factor structure, distinguishing Team-Oriented EA and Personal EA. Correlational analyses showed that female managers scored significantly higher on Team-Oriented EA (r = 0.23, p = 0.01) and total EA (r = 0.22, p = 0.01), while higher perceived stress was negatively associated with Team-Oriented EA (r = -0.28, p < 0.01) and total EA (r = -0.24, p < 0.01). Additionally, older managers scored significantly higher on Personal EA (r = 0.22, p = 0.01), indicating age-related improvements in self-regulatory emotional competence. Originality: This is one of the first validated tools tailored for educational leaders’ emotional agility. Incorporating follower perspectives enhances ecological validity. The scale provides a practical resource for leadership development and educational management.