Background and Purpose: Emotional agility is a critical capacity in human resources, enabling effective adaptation to change, maintaining balance in high-stress situations, and strengthening organizational resilience. This study aimed to identify the influencing factors and outcomes of emotional agility in human resources.
Methodology: This study employed an exploratory mixed-methods design (qualitative-quantitative) with a deductive-inductive approach. In the qualitative phase, semi-structured interviews were conducted with 15 experts, selected through purposive sampling until theoretical saturation was achieved. The instrument’s validity was confirmed through content and theoretical validity, and its reliability was assessed using intra-coder and inter-coder agreement. Qualitative data were analyzed using thematic content analysis. In the quantitative phase, a Fuzzy Cognitive Map (FCM) was developed based on the qualitative findings and validated through a reliable questionnaire (with confirmed content validity and test-retest reliability) completed by the same panel of experts. The FCM was then analyzed to model the relationships between factors.
Findings: The analysis identified two key drivers of emotional agility: 1) enhanced acceptance of reality and change, and 2) mindfulness-based resilience training. Furthermore, the most significant outcomes of this agility were found to be the strengthening of mental focus and reduction of procrastination among employees, and the mitigation of the adverse impact of negative emotions on judgment and problem-solving abilities.
Conclusion: Developing emotional agility in human resources enhances the ability to adapt to change and manage negative emotions, leading to the preservation and improvement of individual and organizational performance.