Abstract: For schools to be desirable places in which to work, it
is necessary for principals to recognise their teachers’ emotions, and
be sensitive to their needs. This necessitates that principals are
capable to correctly identify their emotionally intelligent behaviours
(EIBs) they need to use in order to be successful leaders. They also
need to have knowledge of their emotional intelligence and be able to
identify the factors and situations that evoke emotion at an
interpersonal level. If a principal is able to do this, then the control
and understanding of emotions and behaviours of oneself and others
could improve vastly. This study focuses on the interpersonal EIBS
of principals affecting the job satisfaction of teachers. The correlation
coefficients in this quantitative study strongly indicate that there is a
statistical significance between the respondents’ level of job
satisfaction, the rating of their principals’ EIBs and how they believe
their principals’ EIBs will affect their sense of job satisfaction. It can
be concluded from the data obtained in this study that there is a
significant correlation between the sense of job satisfaction of
teachers and their principals’ interpersonal EIBs. This means that the
more satisfied a teacher is at school, the more appropriate and
meaningful a principal’s EIBs will be. Conversely, the more
dissatisfied a teacher is at school the less appropriate and less
meaningful a principal’s interpersonal EIBs will be. This implies that
the leaders’ EIBs can be construed as one of the major factors
affecting the job satisfaction of employees.