Leader’s emotional agility: scale validation and psychological correlates

Purpose This study aims to develop and validate the Emotional Agility Scale (EAS) for leaders by expanding and re-conceptualising the EA 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 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/value This is one of the first validated tools tailored for educational leaders’ EA. Incorporating follower perspectives enhances ecological validity. The scale provides a practical resource for leadership development and educational management.