Orientation: Growing evidence indicates a positive relationship between emotional intelligence (EI) and leadership performance. However, in non-Western public service contexts, scholarship on the nature of this bivariate relationship trails behind.Research purpose: Using the behavioural EI model, this study examined the relationships between EI competencies and leadership performance of executive managers in the South African public service.Motivation for the study: A significant bivariate relationship using the behavioural EI model implies empirical significance and practical implications for policy and leadership development in the public service.Research approach/design and method: The multi-rater Emotional and Social Competence Inventory (ESCI) measured EI competencies of 35 executive managers rated by 230 respondents. Multi-source nominations from 371 respondents measured leadership performance. Five study hypotheses were tested using Spearman’s rank correlation coefficients and analysis of variance.Main findings: The results indicated significant positive correlations between leadership performance and all four EI clusters of competencies: self-awareness, self-management, social awareness and relationship management. Of the 12 EI competencies, adaptability, inspirational leadership, emotional self-awareness and positive outlook displayed the strongest correlations. Also, a significant negative relationship between the managers’ competency gap and (self-other agreement) their performance was observed.Practical/managerial implications: The results have implications for management and leadership development and recruitment in the public service.Contribution/value-add: Using the behavioural method, this quantitative study validated the positive relationship between EI and leadership performance in the South African public service.
Orientation: With the significant changes in the organisational context and the nature of work, greater focus on employee well-being is central to the quality of work life (QWL) and effective organisations.Research purpose: This article examines the complex and dynamic interplay between the multidimensional affective, behavioural, relational and socio-cultural dimensions in mediating employee well-being and organisational performance in a transforming South African provincial government.Motivation for the study: Theoretical models and public reforms have focused on the formal, transactional and technical aspects in understanding organisational performance and employee well-being, with less attention given to the behavioural, socio-cultural and interpersonal dimensions.Research approach/design and method: This qualitative study in two provincial government departments with 43 public servants (rank levels 6–15) applied the integral theory-based, four-quadrant model. The Dynamic Inquiry (DI) interview method and inductive thematic analytical processes were used. The Management Performance Assessment Tool (MPAT) assessment reports of the two departments were analysed.Main findings: The four dominant themes that emerged from this study – social exclusion, leadership behaviours, public service orientation and governance – display complex patterns and relationships related to well-being and performance. Among these are the negative effects of power and bureaucratic cultures; hierarchical, command and control governance systems and dissonant leadership behaviours.Practical/managerial implications: The results have public policy and practice implications for public governance, management and leadership development, organisational design and culture, and performance management.Contribution/value-add: By applying an integrated research approach, multiple determinants of well-being and their intermediation were elucidated. The findings offer epistemological and methodological implications for human resource management (HRM) scholarship.
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