Abstract
In the rapidly changing world of business today, it is a key core competency of management that shapes people's lives in an organization to succeed despite varying amounts of uncertainty. This work, therefore, investigates the roles of interpersonal adaptability, perspective-taking, and self-monitoring as antecedents of managerial flexibility, while also probing into the moderating role that emotional intelligence plays in the relationship between these factors and managerial flexibility. Evidence from literature-produced arguments suggests that adaptive managers respond dynamically towards challenges by largely leverage their perspective-taking and self-monitoring abilities to make sound decisions (Bamel et al., 2013; Parker & Axtell, 2001). Thus, emotional intelligence could be an enhancer of such relationships by giving the manager the ability to regulate one’s emotions and apply adaptability in a more strategic way (Côté, 2014; Davies et al., 2010). This study will carry out its empirical investigation using Partial Least Squares Structural Equation Modeling (PLS-SEM) as a means to include the findings into the pool of research work within the leadership development literature and for application in practice to further enhance managerial flexibility within volatile environments.