Emotional intelligence is very critical to the managerial effectiveness. The present study intends to explore the relationships between emotional intelligence and the three roles such as, interpersonal, informational, and decision of managerial effectiveness. Emotional intelligence is measured by using the Emotional Quotient Index (Rahim et al., 2002) [Rahim, M., Psenicka, C., Polychroniou, P., Zhao, J., Yu, C., Chan, K., Susana, K., Alves, M., Lee, C., Rahman, M.S., Ferdausy, S., & Wyk, R. (2002). A model of emotional intelligence and conflict management strategies: a study in seven countries. International Journal of Organizational Analysis, 10(4), 302-326.] while managerial effectiveness is assessed by using Tsui’s (1984) scale [Tsui, A.S. (1984). A role set analysis of managerial reputation. Organizational Behavior and Human Performance, 34, 64-96.]. Data were collected by distributing self-administered questionnaires among the working MBA students using a convenience sampling technique. Respondents are asked to rate their emotional intelligence and managerial effectiveness scales. Finally 127 usable responses are received and, then, analyzed by using the descriptive statistics, bivariate correlation, and regression analysis. Analysis shows that emotional intelligence was positively related with interpersonal role, informational role, and decision role. The main implication is that emotional intelligence could enhance managerial effectiveness guiding the managers, academics, and professionals. The limitations are the sample size and the sampling technique which might limit the generalizability of the findings. Future directions are also discussed.

Recent organizational trends give more importance to the social and responsible behavior of organizations to their sustainability. Numerous factors are responsible for prioritizing social responsiveness and pro-environmental or employee-green behavior for organizational sustainability. Nevertheless, no studies have yet considered how voluntary green behavior (VGB) and socially responsible human resource management (SRHRM) influence this perception. Hence, this study determines the explanatory link of VGB along with the impacts of SRHRM on organizational sustainability (environmental [EnS], social [SS], and economic [ES] sustainability). Data was collected from a developing nation context. An explanatory research strategy was used for the present study. To acquire data from 100 Bangladeshi pharmaceutical manufacturing organizations, structured questionnaires were used. For testing the proposed hypotheses of the study, we used partial least squares structural equation modeling (PLS-SEM). The outcomes of the analysis reveal that SRHRM has a considerable impact, both positively and significantly, on organizational sustainability (EnS, SS, and ES). Once again, SRHRM has a substantial positive effect on VGB. Furthermore, VGB plays an influential role as a mediator in the relationship between SRHRM and organizational sustainability. The findings have significant implications for pharmaceutical manufacturing organization management in Bangladesh and other Southeast Asian contexts. Based on the findings, pharmaceutical company managers will have a stronger rationale to invest in SRHRM while simultaneously establishing strong ties with employees and CSR-oriented green behavior to accomplish their organizational sustainability objectives. This study contributes to the existing body of research on the sustainability of organizations and the triple bottom line, along with SRHRM and VGB, by providing evidence from a country that is rapidly industrializing and developing. In this work, SRHRM was measured as a whole, even though it has three dimensions. Since the sample consists of Bangladeshi pharmaceutical manufacturing organizations, it is also uncertain whether the results can be generalized.

This study aims to contribute to the literature on organizational sustainability and explore the issues, challenges, and prospects of the Bangladesh pharmaceutical industry in terms of sustainability. Organizations around the world are becoming more and more concerned about their ability to reduce or prevent the adverse effects of their actions. Sustainability, socially responsible human resource management (SRHRM), green human resource management (GHRM), characteristics of stakeholders, voluntary green behavior, innovative behavior, and government roles are the main areas of concern. Research and existing literature are explored to have a clear grasp of several organizational sustainability components. This study also shows how organizations understand and implement organizational sustainability concerns and difficulties and how to identify whether essential systemic components are still unaddressed. It's difficult to balance social, economic, and environmental responsibility with sustainability. Enhance SRHRM and GHRM by examining stakeholder characteristics and the government's involvement, combined with voluntary green and creative behavior, to create a positive image for society, the economy, and the environment. This research explores the issues, challenges, and prospects of Bangladesh's pharmaceutical industry's organizational sustainability. In contrast to the age of industry 4.0, artificial intelligence and machine learning concerns about human resource management, stakeholder characteristics, government role, and employee behavior contribute to the organizational sustainability of the pharmaceutical sector. The study presents first insights on the issues, challenges, and prospects of Bangladesh's pharmaceutical industry from the perspective of organizational sustainability. Sustainability, employee green and innovative behavior, SRHRM, GHRM, stakeholder characteristics, and government roles are drawing the attention of organizations globally. They are taking more and more responsibility for how their actions affect the environment, society, and the economy.