Emotional intelligence comprises of several important elements which enhance the ability of several key competencies. This study attempts to examine the relationship between emotional intelligence, communication skills and information technology skills among university students in Malaysia. Three thousand one hundred and one final year students from 10 public universities in Malaysia were randomly chosen as samples for this study. The BarOn Emotional Quotient: Short (EQ-i:S) by BarOn has been utilized for the purpose of measuring emotional intelligence. An inventory by Moreale, Spitzberg and Barga was used to measure communication skills while the Computer Efficacy Scale by Murphy, Coover and Owen was utilised to measure skills in information technology. Results showed that there were positive significant relationship between emotional intelligence and both communication and information technology skills. This study implicates that students with high emotional intelligence will have better command in communication skills and information technology skills.

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Purpose -Researches have documented the impact of dyadic communication and relationships on individual behavior in workgroups. However, communication remains as the background element in leadership and management literature as opposed to being the primary process in the leader-member relationships development. The purpose of this paper is to establish and interpret the appropriate level of analysis based on the correlation between leader-member exchange (LMX) quality, supervisory communication and team-oriented commitment in a Malaysian organization setting. Design/methodology/approach -A survey from a Malaysian organization (n ¼ 201) is analyzed on the relationships between LMX quality, supervisory communication and commitment using within and between analysis (WABA). Findings -The individual dyad relationships and communication correlates with team-oriented commitment at the group level. Therefore, LMX quality and supervisory communication influence overall team-oriented commitment in a work group. Research limitations/implications -Given that the analyses are based on self-report in one organization, these results have to be handled carefully. Practical implications -The results implied that the relationship between dyadic relationships quality, supervisory communication and team-orientated commitment is best connected if individual workers in work group are encouraged to communicate their needs to supervisors. As such, the worker's ability to communicate mutually about relationships (LMX quality and positive relationships communication) and work (upward openness and job relevant communication) with their immediate supervisor implicates both personal fit and work group functioning. Originality/value -The results extend the authors' understanding of LMX quality, supervisory communication and team-oriented commitment by identifying the specific form levels of analysis in a Malaysian organization setting.

Purpose -Research on organizational communication has shown significant associations with many important outcomes. Although these researches are appealing, there have been criticisms and suggestions for improvement of the organizational communication scales, developed in Western organization settings, to make them applicable to collectivist culture-based organizations. Therefore, the purpose of this paper is to access the organizational communication construct through the development and validation of an organizational communication measure for Malaysian organizations. Design/methodology/approach -Item analysis for Malaysian organizational communication scale involves survey of 250 university employees, followed by construct and criterion-related validation using 346 employees, representing three organizations in Malaysia, resulting in a Malaysian organizational communication scale. Findings -Through the validation of a Malaysian organizational communication measure, support was found for the proposition that Malaysian organizations are composed of information flow, communication climate, message characteristics, and communication structure, as well as new dimensions, namely, the group bond and respect. Research limitations/implications -One of the weaknesses of the study was the size of sample used for the focus group. Another weakness was the organizations involved in the validation segment of the study, which were service-related organizations. Finally, current investigations limit themselves to job satisfaction. These results have to be handled carefully. Practical implications -The paper shows that group bond and mutual respect are salient work relationships in Malaysian organizations. Originality/value -The emergence of group bond and respect dimensions in the Malaysian organizational communication construct is consistent with the examination of organizational behavior.

The social exchange component of leader-member exchange (LMX) relationships quality suggests that the perception of the supervisors and subordinates on the quality of their relationship would provide a more complete picture of that relationship. Thus, taking a leader-member agreement or differentiation approach is a valuable tool in understanding the dyadic nature of LMX relationship. One of the notable developments in this emerging line of research is the congruence model of LMX offered by Cogliser, Schriesheim, Scandura, and Gardner (2009). Cogliser et al. (2009) demonstrated that the agreement between a leader and his/her member's perceptions of leader-member relationships quality has relational consequences impacting the followers' outcomes. However, to date, this approach has not received enough research attention especially on the nature of relationship differentiation among managers and subordinates (Fairhurst & Connaughton, 2014).Meanwhile, communication literature has long recognized dialogue as a mode of communication. In fact, dialogue has been advocated to offer societal problems and enhance organizational effectiveness, and transform organizational participations and relationships among organizational members. We argue that dialogue initiative between managers and subordinates benefits leader-member relationships differentiation, both in research and practice. For example, communication scholars have examined that dialogue improves participant's knowledge and understanding on policy and change (Kerr, Cunningham, &