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PurposeThe present study attempts to examine the mediating effect of leader member exchange (LMX) and affective organizational commitment on the relationship between followers' emotional intelligence (EI) and their turnover intention.Design/methodology/approachUsing a cross-sectional design, survey data were obtained from 182 employees in Tunisia. Survey responses were analyzed using Model 6 in PROCESS (Hayes, 2017).FindingsAs predicted, LMX and affective organizational commitment were found to sequentially and totally mediate the causal relationship between EI and turnover intention.Research limitations/implicationsThe limitations include using a cross-sectional design, convenience sampling and self-report measures for EI, LMX, affective commitment and turnover intention.Practical implicationsOrganizations need to encourage more emotionally intelligent responses in employees which improve the quality of their leader–follower relationships. The quality of LMXs enhances the affective commitment that drives lower turnover intention.Originality/valueWhile the relationship between EI and turnover intention has been theorized, this study is one of the first to enable us to explore the mechanisms underlying this relationship. Specifically, a sequential mediation model linking EI with turnover intention through LMX and affective commitment was proposed.

Purpose Although much research has investigated the impact of social capital on objective career success, the process through which this relation is established remains under-explored. In addition, studies conducted in the Middle East and North Africa region are scarce. The purpose of this paper is to examine and potentially bridge these gaps. Design/methodology/approach Data were collected via survey from 348 Tunisian bankers. Path analysis using AMOS was used to explore the relationships between mentoring received, network resources training and development and objective career success. For testing the mediating hypotheses, the authors employed bootstrapping. Findings Results support the conjecture that social capital is useful for career success. The authors found that when the employees receive mentoring, they seem to develop more instrumental network resources, and consequently they have wider access to training and development, which, in turn, will be related to better promotion outcomes. However, expressive network resources were not related to objective career success, and training and development did not mediate the relationship between these network resources and career success. Originality/value To the authors’ knowledge, this is one of the first studies to explore the relationship between social capital and objective career success in the Tunisian context. This paper also reveals the mediating role of training and development in the above relationship. These findings add to the cross-cultural literature on careers.