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Mei Wang (Eliza) Ed.D., is a 2026 graduate of the Ed.D. program in Educational and Professional Practice at Antioch University.

Dissertation Committee:

Lesley Jackson, Ph.D., Committee Chair 

Susan Stillman, Ed.D., Committee Member

Gary Delanoeye, Ed.D., Committee Member

Keywords

emotional intelligence, entrepreneurial leadership, Chinese Startup Firms, organizational culture, business performance, Six Seconds EQ model, mixed methods research, energy management, resilience

Document Type

Dissertation

Publication Date

2026

Abstract

This study examines the relationship between emotional intelligence (EQ) and entrepreneurial leadership in Chinese tech startups through an explanatory sequential mixed-methods design. Guided by a primary research question—how EQ functions within the leadership team under sustained crisis—and a sub‑question examining the specific competencies to Navigate Emotions, Exercise Optimism, Increase Empathy, and Apply Consequential Thinking—the study uses the Six Seconds Emotional Intelligence (SEI) Assessment and semi‑structured interviews with five leaders within one company (identified by the pseudonym BTI), a Beijing‑based SaaS startup. The findings reveal that the abilities to manage emotional reactions and maintain a positive outlook serve as the “twin engines” of resilience, enabling leaders to navigate rapid market changes and sustained crises. However, this internal resilience comes at a cost: The team’s collective deficits in understanding others’ perspectives and evaluating the consequences of their actions reveal a culture of defensive relationship management that prioritizes harmony over effectiveness. Drawing on Gross’s (2015) emotion regulation theory, Fredrickson’s (2001) broaden-and-build theory, Figley’s (2002) compassion fatigue framework, and Damasio’s (1999) somatic marker hypothesis, the study introduces an original conceptual framework: The Energy‑Emotion‑Performance (EEP) Model. This new model posits that physical energy is the foundational resource pool from which emotional capital is drawn and that strategic performance is a direct outcome of available emotional capital. This embodied framework reframes entrepreneurial resilience as a practice of energy management, not just mental toughness. The study addresses a significant gap in the literature by providing empirical evidence from China’s tech startup ecosystem, moving beyond Western-centric models. Practical implications include evidence-based strategies for leadership development programs, investor assessment criteria, and culturally attuned entrepreneurial training. This research contributes to cross-cultural leadership theory by demonstrating how universal EQ constructs manifest through culturally specific behaviors—such as the Chinese concept of “能扛” (néng káng) —in China’s dynamic entrepreneurial environment. This dissertation is available in open access at AURA (https://aura.antioch.edu) and OhioLINK ETD Center (https://etd.ohiolink.edu).

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ORCiD 0009-0006-3479-9027

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