Autocontrol emocional y desempeño laboral frente a entornos organizacionales emocionalmente tóxicos J. Manage. Hum. Resour. (January - June 2026) 4(1): 1-8 https://doi.org/10.5281/zenodo.18319961 ISSN 3091-1575 ORIGINAL ARTICLE Emotional self-control and job performance in emotionally toxic organizational environments  Gladys J. Bustos gbustos6600@utm.edu.ec Estudiante de Maestría en Gestión del Talento Humano, Universidad Técnica de Manabí. Ecuador. Received: 22 October 2025 / Accepted: 26 December 2025 / Published online: 30 January 2026 © The Author(s) 2026 Gladys J. Bustos 1 · Juan M. Gómez 2 Abstract This research aims to analyze the influence of emo- tional self-control on job performance in organizational environ- ments characterized by emotionally adverse dynamics, from a human talent management perspective. The study was conducted through a qualitative and exploratory literature review, based on the systematic analysis of scientific literature published between 2018 and 2024 in high-impact, indexed academic databases. The meth- odology allowed for the identification of theoretical and empirical trends related to emotional regulation, psychological well-being, and work behavior in complex organizational contexts. The re- sults show that emotional self-control acts as a key psychological resource that modulates the relationship between adverse working conditions and performance, contributing to the reduction of stress, emotional exhaustion, and counterproductive behaviors. It is found that strengthening emotional competencies promotes stable per- formance and the psychological well-being of the worker, even in unfavorable organizational contexts. It is concluded that emotional self-control is a strategic component for the sustainability of job performance and should be integrated into human talent manage- ment and psychosocial risk prevention policies. Keywords emotional labor, workplace well-being, psychosocial risks, organizational behavior, talent management. Resumen La presente investigación tiene como objetivo anali- zar la influencia del autocontrol emocional en el desempeño laboral frente a entornos organizacionales caracterizados por dinámicas emocionalmente adversas, desde la perspectiva de la gestión del talento humano. El estudio se desarrolló mediante una revisión documental de enfoque cualitativo y carácter exploratorio, basada en el análisis sistemático de literatura científica publicada entre los años 2018 y 2024 en bases de datos académicas indexadas de alto impacto. La metodología permitió identificar tendencias teóricas y empíricas relacionadas con la regulación emocional, el bienestar psicológico y el comportamiento laboral en contextos organiza- cionales complejos. Los resultados evidencian que el autocontrol emocional actúa como un recurso psicológico clave que modula la relación entre las condiciones laborales adversas y el desempeño, contribuyendo a la reducción del estrés, el agotamiento emocional y las conductas contraproducentes. Se identifica que el fortaleci- miento de las competencias emocionales favorece la estabilidad del desempeño y el bienestar psicológico del trabajador, incluso en contextos organizacionales desfavorables. Se concluye que el autocontrol emocional constituye un componente estratégico para la sostenibilidad del desempeño laboral y debe ser integrado en las políticas de gestión del talento humano y prevención de riesgos psi- cosociales. Palabras clave trabajo emocional, bienestar laboral, riesgos psi- cosociales, conducta organizacional, gestión del talento. How to cite Bustos, G. J., & Gómez, J. M. (2026). Emotional self-control and job performance in emotionally toxic organizational environments Journal of Management and Human Resources, 4(1), 1-8. https://doi.org/10.5281/zenodo.18319961 1 Estudiante de Maestría en Gestión del Talento Humano, Universidad Técnica de Manabí. Ecuador. 2 Universidad Técnica de Manabí. Ecuador.

J. Manage. Hum. Resour. (January - June) 4(1): 1-8 2 Introduction Human talent management represents a strategic pillar for efficient organizational functioning, directly influencing job performance, productivity, and the overall quality of work environments. Within organizational landscapes character- ized by high demands, constant pressure, and complex inter- personal dynamics, employee behavior cannot be explained solely by technical skills or specialized knowledge. Instead, it must be analyzed considering the diverse emotional pro- cesses that influence decision-making, interpersonal com- munication, and how employees cope with work demands. All these conditions justify the growing academic interest in emotional self-control as a key factor in human talent man- agement, especially in the face of various emotionally toxic organizational environments. Emotional intelligence is conceptualized as Sáenz-Cavia & Delfino (2025) the ability to receive, understand, regulate, and utilize one’s own and others’ emotions adaptively, guid- ing thought and behavior toward functional goals. Within this framework, emotional self-control becomes a central component of emotional intelligence, enabling individuals to appropriately manage their emotional reactions to situations of conflict, pressure, or negative feedback. Thus, emotions are not merely an obstacle to job performance; rather, they are a resource that, when consciously and correctly regulat- ed, fosters mature, prudent professional behaviors geared toward achieving organizational results. Numerous studies have demonstrated that emotional self-control is positively related to job performance and key variables in human talent management. These studies Miao et al. (2021) indicate that within organizational settings, employees with higher levels of emotional regulation ex- hibit better skills in conflict resolution, accepting feedback without personal interpretation, and maintaining functional working relationships, resulting in increased individual and collective performance. On the other hand, Ramadhona et al. (2022) it states that the ability to manage emotions contributes positively to strengthening organizational commitment and reducing counterproductive behaviors associated with stress and job dissatisfaction. In other words, when emotions dominate an individual and there is no adequate emotional self-control, the likelihood of defensive reactions, interpersonal conflicts, and a deteriorating organizational climate increases , creat- ing emotionally toxic environments. Leal (2022) highlights that insufficient emotional regula- tion in the workplace negatively affects the quality of pro- fessional relationships, reduces openness to feedback, and impairs rational decision-making, thereby fostering confron- tation, demotivation, and emotional distancing among orga- nizational members. From this perspective, within human talent management, emotional self-control is associated not only with job perfor- mance but also with psychological well-being and organi- zational sustainability. Recent research shows that develop- ing emotional competencies reduces emotional exhaustion and promotes job satisfaction, contributing to the creation of healthy and productive work environments De la Cruz (2019). Along these same lines, Persich et al. (2021) it is argued that skills such as emotional self-regulation, assertive communication, and the ability to avoid taking work situa- tions personally constitute practical manifestations of emo- tional self-control in complex organizational contexts. Some of these principles find conceptual correspondence with widely disseminated personal development approach- es, such as those presented in The Four Agreements Ruíz (2023), particularly those related to emotional responsibility and the conscious interpretation of interpersonal messages. While this work does not belong to the scientific field, its postulates align with current theoretical foundations on emo- tional regulation and organizational behavior, reinforcing the idea that emotional mastery fosters more balanced and func- tional professional behaviors. Despite the growing body of scientific literature on emo- tional intelligence and self-control, gaps remain in the the- oretical integration of these constructs as explanatory fac- tors for job performance in emotionally toxic organizational environments, especially in Latin American contexts. Con- sequently, it is necessary to delve deeper into the analysis of emotional self-control as a strategic element within hu- man talent management, aimed at improving performance, strengthening the organizational climate, and promoting ma- ture and responsible work behaviors. According to the above, the present study aims to analyze the influence of emotional self-control on job performance in emotionally toxic organizational environments, based on a review of recent scientific literature, in order to provide theo- retical foundations that support its incorporation into human talent management practices. Methodology This research was developed through an exploratory lite- rature review, guided by a qualitative approach, focused on analyzing emotional self-control as an influential factor in job performance within emotionally toxic organizational en- vironments, from a human talent management perspective. The collection and analysis of information combined theore- tical and analytical methods, allowing for the examination, integration, and systematization of conceptual and empirical contributions from the specialized scientific literature. The literature search was conducted in high-impact, in- dexed academic databases, including Scopus, Web of Scien-

J. Manage. Hum. Resour. (January - June) 4(1): 1-8 3 ce, SciELO, Dialnet, and Redalyc, considering publications from 2018 to 2024 to ensure the currency, relevance, and scientific rigor of the selected sources. Additionally, widely recognized fundamental theoretical works on emotional in- telligence and regulation were included to provide a concep- tual framework for analyzing emotional self-control in the organizational context. The methodological process was developed sequentially and systematically. First, the conceptual delimitation of the categories of analysis was carried out. These included: emo- tional self-control, job performance, emotionally toxic or- ganizational environments, and human talent management, based on theoretical models and approaches recognized in the international scientific literature. Second, inclusion and exclusion criteria were established for the selection of docu- ments, considering only scientific articles, empirical studies, and theoretical reviews published in peer-reviewed journals, and excluding non-academic literature or literature without verifiable methodological support. Third, the selected stu- dies were subjected to an analytical, critical, and comparati- ve reading, identifying conceptual approaches, methodologi- cal designs, and main findings related to the object of study. Documentary analysis was used to analyze the informa- tion, allowing for the thematic organization of the content and the establishment of relationships between the analyzed categories. This procedure facilitated the identification of re- search trends, theoretical convergences, and knowledge gaps regarding the role of emotional self-control in preventing dysfunctional work environments and its influence on job performance. Furthermore, the analysis made it possible to compare the contributions of various authors regarding how emotional regulation helps mitigate the negative effects of emotionally toxic organizational environments on employee behavior and performance. The research methodology was based on the methodolo- gical approaches of Grant & Booth (2009), who emphasize that analytical document reviews allow for a comprehensive understanding of the state of knowledge in a specific field, as well as on the proposals of Hernández-Sampieri et al. (2021) regarding the qualitative approach and the non-experimen- tal, documentary-type design. This methodology ensured coherence between the stated objective and the procedure followed, allowing the study to be replicable and its results to serve as a basis for future empirical research on emotio- nal self-control, job performance, and human talent manage- ment in complex organizational contexts. Results and discussion Analysis of the scientific literature revealed that emotion- al self-control has become a key determinant of job perfor- mance, particularly in contexts characterized by emotionally toxic organizational environments. The reviewed studies consistently demonstrated that workers with higher levels of emotional self-control showed a greater capacity to regulate their responses to situations of pressure, interpersonal con- flict, dysfunctional leadership, and negative work climates, which positively influenced their performance, emotional stability, and professional relationships. Furthermore, the results indicated that a lack of emotion- al self-control was associated with increased impulsive re- actions, recurring conflicts, emotional exhaustion, and de- creased job performance, especially in organizations where toxic practices such as aggressive communication, excessive workload, and a lack of institutional support prevail. These conditions negatively impacted both individual performance and the collective functioning of the organizations (Kim, 2024). The results showed a consistent, strong, and recurring relationship between emotional self-control and job perfor- mance, particularly in adverse organizational settings. The reviewed literature demonstrated that workers with greater emotional regulation skills were able to maintain adequate levels of productivity, commitment, and professionalism, even when exposed to emotionally toxic work environ- ments. These findings concurred in indicating that emotional self-control acted as a protective psychological resource, al- lowing workers to cope with job demands with balance, re- sponsibility, and emotional maturity, as presented in Table 1. First, the studies analyzed showed a positive and signif- icant relationship between emotional self-control and job performance, indicating that workers with a greater capacity to regulate their emotions tended to perform their duties with greater effectiveness, behavioral stability and results orien- tation, even in adverse organizational conditions (Li et al., 2018). Furthermore, the findings related to managing work-relat- ed stress demonstrated that emotional self-control reduced the negative impact of pressure, overload, and interpersonal conflicts, fostering more rational and less reactive profes- sional responses (O’Connor et al., 2019). This result showed that emotional regulation functioned as a coping mechanism in the face of dysfunctional work environments. Regarding organizational commitment, the evidence indi- cated that workers with high levels of emotional self-control maintained a greater sense of responsibility and permanence in the organization, despite being exposed to toxic climates, reducing counterproductive behaviors such as absenteeism, demotivation, and direct confrontation (Zhu et al., 2022). Furthermore, studies that addressed organizational climate indicated that emotional self-control helped mitigate the negative effects of emotionally toxic environments, promot- ing more respectful and functional work interactions, even when structural conditions were not favorable (Kim, 2024).

J. Manage. Hum. Resour. (January - June) 4(1): 1-8 4 The results related to job satisfaction showed a positive association between emotional self-control and the psycho- logical well-being of workers, which was reflected in higher levels of emotional balance, frustration tolerance, and sat- isfaction with the role performed (Extremera et al., 2018a). Taken together, these findings confirmed that emotional self-control is a key factor in sustaining job performance and protecting the well-being of the worker in the face of emo- tionally toxic organizational environments, positioning itself as a strategic competency within human talent management. The review results consistently showed that emotional self-control acts as a key protective factor against the harm- ful effects of emotionally toxic organizational environments. Several studies agreed that workers with higher levels of emotional self-regulation were able to maintain their job performance, even when exposed to dynamics characterized by authoritarian leadership, persistent conflict, psychologi- cal harassment, and hostile communication (Salanova et al., 2016; Alsomaidaee et al., 2023). Empirical evidence showed that emotional self-control allowed workers to dissociate negative emotions from their task performance, preventing emotional distress from lead- ing to dysfunctional behaviors or work errors. In this sense, Bru-Luna et al. (2021) they maintain that the ability to reg- ulate intense emotions acts as a psychological buffer that reduces the likelihood of impulsive responses to adverse or- ganizational stimuli. The reviewed studies indicated that emotional self-con- trol favored cognitive reappraisal processes, through which workers reinterpreted toxic situations in a less threatening way, reducing the impact of chronic stress and emotional fa- tigue (Sistiaga et al., 2025; Mazzetti et al., 2023). This mech- anism explained why some employees managed to maintain acceptable levels of performance even in deteriorating or- ganizational contexts; the main findings are summarized in Table 2. Table 2 shows that emotional self-control plays a cross-cut- ting role as a protective factor against various manifestations of organizational toxicity. The reviewed studies agree that emotional regulation significantly reduces impulsive re- sponses to workplace conflicts, thus contributing to more functional professional interactions (Sistiaga et al., 2025). Coping based on self-control helps mitigate the effects of workplace harassment and toxic leadership, reducing emo- tional strain and the likelihood of counterproductive behav- iors (Alsomaidaee et al., 2023; Salanova et al., 2016). Taken together, the findings presented in the table show that emo- tional self-control not only protects the worker’s psychologi- cal health but also strengthens their resilience and adaptabil- ity in adverse organizational contexts (Mazzetti et al., 2023). Table 1. Relationship between emotional self-control and job performance variables in emotionally toxic organizational environments Variables analyzed Main findings Reference Job performance Significant positive relationship with emotional self-control Li et al. (2018) Managing work-related stress Reduction of the negative impact of stress and organizational pressure O'Connor et al. (2019) Organizational commitment Greater commitment and less emotional strain Zhu et al. (2022) Organizational climate Mitigating the effects of emotionally toxic environments Kim (2024) Job satisfaction Positive association with psychological well-being Extremera et al. (2018a) Table 2. Emotional self-control as a protective factor against toxic organizational environments Variable analyzed Main findings Reference Emotional regulation It reduces impulsive reactions to workplace conflicts. Sistiaga et al. (2025) Psychological coping It mitigates the effects of bullying and toxic leadership Alsomaidaee et al. (2023) Emotional exhaustion Reduces exhaustion and emotional fatigue Salanova et al. (2016) Counterproductive behaviors Lower incidence of aggressive responses Mazzetti et al. (2023) Workplace resilience Increases adaptability Bru-Luna et al. (2021)

J. Manage. Hum. Resour. (January - June) 4(1): 1-8 5 The results also identified that emotionally toxic organiza- tional environments had a direct and negative impact on job performance when adequate emotional self-control resourc- es were lacking. The reviewed literature described these en- vironments as spaces characterized by dysfunctional leader- ship practices, lack of recognition, violent communication, favoritism, and excessive pressure for (Anjum et al., 2018; Rasool et al., 2021). Several international studies have shown that prolonged exposure to these environments significantly increased lev- els of stress, work-related anxiety, and burnout, affecting concentration, decision-making, and the quality of work per- formed (Kaluza et al., 2020; Segura et al., 2025). In the ab- sence of emotional self-control, these conditions led to a pro- gressive decline in individual and collective performance. In the Latin American context, research conducted in Ec- uador, Colombia, and Mexico showed that organizational toxicity was associated with high rates of turnover, absentee- ism, and interpersonal conflict, especially in organizations with limited emotional well-being policies (Márquez, 2020; Chumpén, 2024). However, these same studies highlighted that workers with greater emotional intelligence were able to partially mitigate these effects. Table 3 clearly summarizes the main characteristics of emotionally toxic organizational environments and their direct effects on workers. It shows that practices such as authoritarian leadership, aggressive communication, and excessive workload generate significant psychological and behavioral consequences, including chronic stress, emotion- al exhaustion, and decreased job performance. Lack of institutional support and a negative work environ- ment are associated with demotivation, turnover, and reduced organizational commitment. These findings demonstrate that organizational toxicity not only affects individual well-being but also compromises the overall functioning of the orga- nization, especially when effective emotional self-control mechanisms are lacking to mitigate these effects. Another relevant finding was the direct relationship be- tween emotional self-control and the worker’s psychologi- cal well-being, understood as an essential component for the sustainability of job performance over time. The reviewed studies agreed that emotional self-control promoted a bal- ance between job demands and personal resources, reducing the likelihood of burnout and work-related emotional (Bak- ker & de Vries, 2021; Chumpén, 2024). Recent literature has highlighted that psychological well-being not only influences an employee’s mental health but also their ability to maintain stable, creative, and collab- orative performance, even in adverse organizational environ- ments (Coronado-Maldonado & Benítez-Márquez, 2023). This aspect proved especially relevant in contexts where or- ganizational toxicity could not be modified in the short term. Similarly, the results showed that organizations that pro- moted emotional development programs indirectly strength- ened job performance by providing workers with tools to manage negative emotions, conflicts, and work (Extremera et al., 2018b; Özer & Escartín, 2023). Table 4 shows the close relationship between emotional self-control, psychological well-being, and the sustainability of job performance in adverse organizational contexts. The results reflect that the development of emotional self-control contributes significantly to reducing burnout, anxiety, and work-related depression, promoting a more balanced state of emotional health. Furthermore, it is evident that psychological well-being translates into greater productivity stability, improved in- terpersonal relationships, and a positive impact on organi- zational results. Taken together, these findings confirm that emotional self-control not only acts as an individual protec- tive resource but also as a strategic factor for promoting sus- tainable job performance, even in environments character- ized by high levels of pressure and emotional toxicity. The evidence analyzed confirms that emotional self-con- trol is a central psychological mechanism for sustaining job performance in emotionally toxic organizational environ- ments, acting as a mediator between adverse work condi- Table 3. Characteristics of emotionally toxic organizational environments and their effects Environmental characteristics Effects on the worker Reference Authoritarian leadership Stress and decreased performance Anjum et al. (2018) Aggressive communication Interpersonal conflicts Rasool et al. (2021) Work overload Emotional exhaustion Kaluza et al. (2020) Lack of institutional support Demotivation and turnover Segura Lozano et al. (2025) Negative work environment Reduction of commitment Márquez Ortega (2020)

J. Manage. Hum. Resour. (January - June) 4(1): 1-8 6 tions and workers’ behavioral responses. This finding aligns with the postulates of emotion regulation theory, which maintains that the ability to modulate negative emotions al- lows for goal-oriented behavior even under pressure (Gross, 2024; Mazzetti et al., 2023) However, this study offers a relevant nuance by demon- strating that self-control not only protects individual per- formance but also mitigates the systemic effects of orga- nizational toxicity on the work environment and collective commitment. In contrast to research that primarily empha- sizes the direct negative impact of toxic environments on performance (Anjum et al., 2018, Rasool et al., 2021) the results discussed broaden this perspective by showing that the presence of personal emotional resources introduces a differentiating effect on the work experience. While previous studies describe a nearly linear relation- ship between organizational toxicity and performance de- cline, the present analysis suggests that this relationship is conditional and modulated by the worker’s level of emotion- al self-control. This interpretation partially coincides with the approaches of Bakker & de Vries (2021), but advances by explicitly integrating the component of performance sus- tainability in prolonged contexts of emotional adversity. Furthermore, psychological well-being should not be un- derstood solely as a consequence of the work environment, but as an active factor influencing the stability and continuity of performance. In this sense, the results align with the find- ings of Coronado-Maldonado & Benítez-Márquez (2023), who maintain that emotional well-being fosters adaptive work behaviors; however, the present study emphasizes that such well-being is largely sustained by internal processes of emotional self-control, even when organizational conditions are neither optimal nor modifiable in the short term. From a critical perspective, the results also challenge or- ganizational approaches focused exclusively on the struc- tural transformation of the work environment, showing that, while such transformations are necessary, they are insuffi- cient if they are not accompanied by the strengthening of individual emotional skills. This position coincides with Extremera et al. (2018a) and Özer & Escartín (2023), but the differential contribution of the present work lies in emphasizing that emotional self-con- trol should not be conceived as a passive adaptation strategy or as a normalization of toxicity, but as a transitory resource of protection while promoting deeper organizational chang- es. In relation to the stated objectives, the results discussed allow us to affirm that the purpose of analyzing the relation- ship between emotional self-control, job performance, and emotionally toxic organizational environments has been met, demonstrating that this relationship is complex, dynam- ic, and mediated by psychological well-being. Furthermore, evidence is provided that reinforces the need to incorporate emotional self-control as a strategic competency within hu- man talent management and the prevention of psychosocial risks, especially in Latin American contexts where dysfunc- tional organizational practices (Márquez, 2020; Chumpén, 2024). However, it is necessary to acknowledge certain limita- tions of the study. First, as it is a literature review, the find- ings depend on the methodological quality and contexts of the studies analyzed, which may limit the generalizability of the results. Second, the heterogeneity of the instruments used to measure emotional self-control and organizational toxicity makes direct comparison between studies difficult. Finally, most of the reviewed studies have cross-sectional designs, which restricts the understanding of the long-term effects of emotional self-control on job performance. Despite these limitations, the discussion allows us to con- clude that emotional self-control emerges as a key element in understanding why some workers manage to maintain func- tional performance and relative psychological well-being in emotionally toxic organizational environments, while others experience significant deterioration. This is relevant both theoretically, by integrating approach- es to emotional regulation and organizational psychology, and practically, by guiding the design of organizational in- terventions that simultaneously consider the emotional de- Table 4. Relationship between emotional self-control, psychological well-being, and sustainable performance Dimension Observed results References Psychological well- being Reduction of burnout Bakker & de Vries (2021) Emotional health Reduced anxiety and work-related depression Chumpén Elera (2024) Sustainable performance Stability in productivity Coronado-Maldonado & Benítez- Márquez (2023) Emotional climate Improvement of labor relations Extremera et al. (2018b) Organizational management Positive impact on results Özer & Escartín (2023)

J. Manage. Hum. Resour. (January - June) 4(1): 1-8 7 velopment of the individual and the transformation of the work context. Conclusions The study concludes that emotional self-control is a criti- cal psychological resource for sustaining job performance in emotionally toxic organizational environments. The findings show that the ability to regulate emotions significantly shapes how workers cope with pressure, interpersonal conflict, and dysfunctional practices, confirming that job performance is influenced not only by technical or structural factors but also by internal emotional competencies. Emotional self-control contributes both to effective task execution and to the pre- servation of psychological well-being, reducing prolonged stress and the risk of burnout while fostering adaptive res- ponses to adverse situations. Moreover, the results indicate that the impact of toxic organizational contexts on perfor- mance is conditioned by individual emotional resources, with emotional self-control acting as a moderating factor that mitigates harmful effects without legitimizing negative practices. Consequently, the study underscores the impor- tance of strengthening emotional self-control as a strategic component of human talent management and psychosocial risk prevention to promote resilient, healthy, and sustainable work performance. References Alsomaidaee, M. M., Joumaa, B. A., & Khalid, K. W. (2023). Toxic workplace, mental health and employee well-being: The moderator role of paternalistic leaders- hip. Journal of Applied Business and Technology, 4(2), 114–129. https://doi.org/10.35145/JABT.V4I2.126 Anjum, A., Ming, X., Siddiqi, A. F., & Rasool, S. F. (2018). An empirical study analyzing job productivity in toxic workplace environments. International Journal of En- vironmental Research and Public Health, 15(5), 1035. https://doi.org/10.3390/ijerph15051035 Bakker, A. B., & de Vries, J. D. (2021). Job demands–re- sources theory and self-regulation: New explanations and remedies for job burnout. Anxiety, Stress & Coping, 34(1), 1–21. https://doi.org/10.1080/10615806.2020.17 97695 Bru-Luna, L. M., Martí-Vilar, M., Merino-Soto, C., & Cer- vera-Santiago, J. L. (2021). Emotional intelligence me- asures: A systematic review. Healthcare, 9(12), 1696. https://doi.org/10.3390/healthcare9121696 Chumpén, A. C. (2024). Riesgos psicosociales y desempeño laboral del personal administrativo en una universidad peruana. LATAM Revista Latinoamericana de Ciencias Sociales y Humanidades, 5(1), 2065–2084. https://doi. org/10.56712/latam.v5i1.1728 Coronado-Maldonado, I., & Benítez-Márquez, M. D. (2023). Emotional intelligence, leadership, and work teams: A hybrid literature review. Heliyon, 9(10), e20356. ht- tps://doi.org/10.1016/j.heliyon.2023.e20356 De la Cruz, P. A. C. (2019). Influencia de la inteligencia emocional sobre la satisfacción laboral en la organi- zación: Una revisión de estudios [Tesis de licenciatura, Universidad Santiago de Cali]. https://gc.scalahed.com/ recursos/files/r161r/w25729w/U3_W3.pdf Extremera, N., Mérida-López, S., Sánchez-Álvarez, N., & Quintana-Orts, C. (2018). How does emotional intelli- gence make one feel better at work? The mediational role of work engagement. International Journal of En- vironmental Research and Public Health, 15(9), 1909. https://doi.org/10.3390/ijerph15091909 Grant, M. J., & Booth, A. (2009). A typology of reviews: An analysis of 14 review types and associated me- thodologies. Health Information & Libraries Jour- nal, 26(2), 91–108. https://doi.org/10.1111/j.1471- 1842.2009.00848.x Gross, E. B. (2024). Social work values and the NASW code of ethics: Problems of function and possibilities for change. Journal of Progressive Human Services, 35(3), 247–269. https://doi.org/10.1080/10428232.2025.2455 883 Hernández-Sampieri, R., Fernández Collado, C., & Baptista Lucio, P. (2021). Metodología de la investigación (7.ª ed.). McGraw-Hill Education. Kaluza, A. J., Boer, D., Buengeler, C., & van Dick, R. (2020). Leadership behaviour and leader self-reported well-be- ing: A review, integration, and meta-analytic examina- tion. Work & Stress, 34(1), 34–56. https://doi.org/10.10 80/02678373.2019.1617369 Kim, N. L. T. (2024). The impact of emotional intelligence and transformational leadership on organizational cul- ture and employee performance in the banking industry in Vietnam. Global Business & Finance Review, 29(4), 158–168. Leal, S. M. (2022). Inteligencia emocional y compromiso la- boral en las MiPymes de Ecuador. Ciencias Administra- tivas, 21, e116. https://doi.org/10.24215/23143738e116 Li, M., Pérez-Díaz, P. A., Mao, Y., & Petrides, K. V. (2018). A multilevel model of teachers’ job performance: Un- derstanding the effects of trait emotional intelligen- ce, job satisfaction, and organizational trust. Fron- tiers in Psychology, 9, 2420. https://doi.org/10.3389/ fpsyg.2018.02420 Márquez, T. J. (2020). Clima organizacional y desempeño laboral en instituciones públicas de educación. Ciencia y Educación, 1(4), 6–14. Mazzetti, G., Robledo, E., Vignoli, M., Topa, G., Gugliel- mi, D., & Schaufeli, W. B. (2023). Work engagement: A meta-analysis using the job demands–resources model. Psychological Reports, 126(3), 1069–1107. https://doi. org/10.1177/00332941211051988 Miao, C., Humphrey, R. H., & Qian, S. S. (2021). Emotio- nal intelligence and servant leadership: A meta-analytic

J. Manage. Hum. Resour. (January - June) 4(1): 1-8 8 review. Business Ethics: A European Review, 30(2), 231–243. https://doi.org/10.1111/beer.12332 O’Connor, P. J., Hill, A., Kaya, M., & Martin, B. (2019). The measurement of emotional intelligence: A critical review of the literature and recommendations for re- searchers and practitioners. Frontiers in Psychology, 10, 1116. https://doi.org/10.3389/fpsyg.2019.01116 Özer, G., & Escartín, J. (2023). The making and breaking of workplace bullying perpetration: A systematic review. Aggression and Violent Behavior, 69, 101823. https:// doi.org/10.1016/j.avb.2023.101823 Persich, M. R., Smith, R., Cloonan, S. A., Woods-Lubbert, R., Strong, M., & Killgore, W. D. S. (2021). Emotional intelligence training as a protective factor for mental health during the COVID-19 pandemic. Depression and Anxiety, 38(10), 1018–1025. https://doi.org/10.1002/ da.23202 Ramadhona, P., Erlina, E., & Jimad, H. (2022). Effect of emotional intelligence and transformational leadership on employee performance mediated by job satisfaction. International Journal of Economics, Business, and En- trepreneurship, 5(2), 58–68. https://doi.org/10.23960/ ijebe.v5i2.195 Rasool, S. F., Wang, M., Tang, M., Saeed, A., & Iqbal, J. (2021). How toxic workplace environments affect em- ployee engagement: The mediating role of organiza- tional support and employee wellbeing. International Journal of Environmental Research and Public Health, 18(5), 2294. https://doi.org/10.3390/ijerph18052294 Ruiz, M. (2023). Los cuatro acuerdos (18.ª ed.). Urano. Sáenz-Cavia, A., & Delfino, G. (2025). Inteligencia emocio- nal: Concepto, definición y enfoques. Anuario de Inves- tigaciones, 375–382. Salanova, M., Llorens, S., & Martínez, I. M. (2016). Aporta- ciones desde la psicología organizacional positiva para desarrollar organizaciones saludables y resilientes. Pa- peles del Psicólogo, 37(3), 177–184. Segura, X., Flores, L. N., Fuantos, J. T., Cruz, H. E., & Peña, J. E. (2025). Impacto del estrés laboral prolongado en la salud mental de los trabajadores. LATAM Revista Latinoamericana de Ciencias Sociales y Humanida- des, 6(3), 2084–2096. https://doi.org/10.56712/latam. v6i3.4095 Sistiaga, S., Bodart, A., Sequeira, H., & Campanella, S. (2025). Emotion regulation assessment using EEG and electrodermal recordings. Clinical EEG and Neuroscience, 56(4), 295–304. https://doi. org/10.1177/15500594241302553 Zhu, D., Doan, T., Kanjanakan, P., & Kim, P. B. (2022). The impact of emotional intelligence on hospitality emplo- yees’ work outcomes: A systematic and meta-analytical review. Journal of Hospitality Marketing & Manage- ment, 31(3), 326–347. https://doi.org/10.1080/1936862 3.2021.1978914 Conflicts of interest The authors declare that they have no conflicts of interest. Author contributions Conceptualization: Bustos, G. J., & Gómez Mieles, J. M. Data curation: Bustos, G. J., & Gómez Mieles, J. M. For- mal analysis: Bustos, G. J., & Gómez Mieles, J. M. Rese- arch: Bustos, G. J., & Gómez Mieles, J. M. Methodology: Bustos, G. J., & Gómez Mieles, J. M. Supervision: Bustos, G. J., & Gómez Mieles, J. M. Validation: Bustos, G. J., & Gómez Mieles, J. M. Visualization: Bustos, G. J., & Gómez Mieles, J. M. Writing the original draft: Bustos, G. J., & Gómez Mieles, J. M. Writing, review and editing: Bustos, G. J., & Gómez Mieles, J. M. Data availability statement The datasets used and/or analyzed during the current study are available from the corresponding author on reasonable request. Statement on the use of AI The authors acknowledge the use of generative AI and AI-assisted technologies to improve the readability and cla- rity of the article. Disclaimer/Editor’s note The statements, opinions, and data contained in all publi- cations are solely those of the individual authors and con- tributors and not of Journal of Law and Epistemic Studies. Journal of Law and Epistemic Studies and/or the editors disclaim any responsibility for any injury to people or pro- perty resulting from any ideas, methods, instructions, or pro- ducts mentioned in the content.