The Impact of Emotional Intelligence on the Effectiveness of Decision-Making—A Field Study: The Jordanian Microfinance Sector

This study aims to identify the impact of emotional intelligence on the effectiveness of decision-making in microfinance companies in Jordan, and each of the emotional intelli-gence was measured through four dimensions (self-awareness, self-regulation, social awareness, and motivation), and decision-making through three dimensions (the effective-ness of problem identification, the effectiveness of selecting the optimal alternative, and the effectiveness of implementation and follow-up). The study sample was (1000) employees of the microfinance companies. The researcher relied on the analytical descriptive ap-proach, due to its suitability to the nature of the study, and the appropriate statistical meth-ods were used through the (SPSS) program. (350) questionnaires were distributed to all employees of companies, but the number of respondents reached (296) employees, with a response rate of approximately (85%), and the distribution mechanism relied on the appro-priate sample method. The study concluded that there is an effect of the dimensions of emotional intelligence (self-awareness, self-regulation, social awareness, motivation) on the effectiveness of deci-sion-making in microfinance companies, and that the level of emotional intelligence in companies reached a high level, and the level of decision-making reached a medium level. The study concluded with a set of recommendations, the most important of which is en-hancing the concept of self-regulation among employees by training employees on the skills of adapting and coping with the changing and different conditions facing employees and working to improve their capabilities in overcoming various challenges, and providing some scientific standards and rules for employees that contribute to strengthening the ability of employees in defining work priorities, in addition to encouraging employees to share work priorities with the line manager for work in order to evaluate and follow them up, which limits the interference of employees' emotions and dependence on them when setting work priorities..