Unfolding the impact of trait emotional intelligence facets and co-worker trust on task performance

Rodrigues, Nuno; Rebelo, Teresa

doi:10.7819/rbgn.v23i3.4111

Cited by 3 publications

(3 citation statements)

References 33 publications

(90 reference statements)

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“…Project managers' EI is found to be positively related to their trust in team members (Rezvani et al 2016). Managers develop their EI, as they are more able to enhance task performance by developing feelings of trust toward their team (Rodrigues and Rebelo 2021). Conversely, we hypothesize that one of the key individual attributes to help develop team members' trust in their project manager is their degree of emotional intelligence (EI).…”

Section: Emotional Intelligence and Trustmentioning

confidence: 97%

Do the Project Manager’s Soft Skills Matter? Impacts of the Project Manager’s Emotional Intelligence, Trustworthiness, and Job Satisfaction on Project Success

Castro

Barcaui

Bahli

et al. 2022

Administrative Sciences

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Recent warnings have been raised about the project success rate in organizations. Among many reasons of disappointing results, research on project management reveals a gap in examining project success. Traditionally, project success has been widely studied from the rational view but rarely from the behavioral view. Today’s businesses are facing multiple challenges and opportunities in a volatile market environment that require constant changes within organizations and leaders’ behavior. The role of project managers is no longer the same. This study attempts to update the discussion of project managers soft skills by examining two major behavioral factors: project manager’s emotional intelligence and trustworthiness and their impact on job satisfaction and project success. This research compiles a quantitative survey. Data were collected from 101 project team professionals. The results reveal that project managers’ emotional intelligence and their team members’ trust in them impact project success significantly. The findings provide organizations with a necessary complementary behavioral view of project management. Organizations can take project manager trustworthiness and emotional intelligence into account when recruiting and training project managers and throughout the project planning and execution life span.

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Section: Emotional Intelligence and Trustmentioning

confidence: 97%

Do the Project Manager’s Soft Skills Matter? Impacts of the Project Manager’s Emotional Intelligence, Trustworthiness, and Job Satisfaction on Project Success

Castro

Barcaui

Bahli

et al. 2022

Administrative Sciences

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“…Task performance is an essential dimension of generic task performance. It is found in the construct's vast majority of explanatory models (e.g., Rodrigues and Rebelo, 2021).…”

Section: Task Performancementioning

confidence: 99%

How psychological empowerment impacts task performance: The mediation role of work engagement and moderating role of age

Juyumaya

2022

Front. Psychol.

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This paper presents a mediation–moderated model of the relationship between psychological empowerment, work engagement, age, and task performance. I seek to provide a more nuanced understanding of the mediating role of work engagement in the positive effect of psychological empowerment on task performance. Further, I explore employee age as a moderating factor in this mediation. I used online surveys among a sample of Latin American textile industry employees to capture individual perceptions about psychological empowerment, work engagement, and task performance. I modeled a mediation–moderated model using Hayes’ Process macro. The results confirm that the positive impact of employee psychological empowerment on task performance is partially mediated by work engagement. In addition, age was a significant moderator of the mediation effect. This study expands knowledge about how the psychological empowerment–work engagement relationship can predict task performance, including age as a boundary condition. Following the Job Demands–Resources theory, I also prove that conceptualizing psychological empowerment as a personal resource can benefit the integration of psychological empowerment and the work engagement stream of research. Moreover, the findings may help human resources management (HRM) researchers and practitioners acknowledge contextual differences in understanding the combined effects of psychological empowerment and work engagement. For instance, textile industry human resources managers can develop specific age–based human resource systems that empower and engages employees from emerging economies.

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“…Some workplace events can minimize the impact of workplace frustration, i.e., coworker support that minimizes the negative impact of destructive workplace behaviors (De Clercq et al, 2020;Kashif et al, 2021). A balanced yet positive relationship among peers strengthens trust and increases task performance (Rodrigues & Rebelo, 2021). There is evidence that coworker support can strengthen interpersonal relationships at work, thus increasing retention rates (De Clercq et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

Rethinking abusive supervision: antecedents and reparative mechanisms of abusive supervision, including supervisor frustration, coworker support, guilt, and supervisor OCB in a mediated-moderation model

Kashif¹,

Naheed²,

Wijenayake³

2023

RBGN

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Purpose -Drawing on affective events theory, this study positions role overload and supervisor frustration as antecedents of abusive supervision, leading to supervisorled organizational citizenship behavior. In a mediated-moderation-sed analysis, we question whether coworker support moderates the relationship between supervisor frustration and abusive supervision and whether guilt mediates between abusive supervision and supervisor-led OCB.Theoretical framework -This research study is inspired by the assumptions of affective events theory.Design/methodology/approach -In a time-lagged survey, we collected data from 351 medical supervisors employed in private hospitals in Pakistan. The PROCESS macro is used to perform a mediated-moderation analysis. Furthermore, the research is analyzed based on structural equation modeling (SEM) procedures using the AMOS software, version 26.0. Findings -The results demonstrate that role overload predicts supervisor frustration, leading to abusive supervision. Moreover, when coworker support is high, the relationship between supervisor frustration and abusive supervision is weaker. Supervisor frustration and guilt mediate the path from role overload to supervisor frustration, abusive supervision, and supervisor OCB, respectively.Practical & social implications of research -Organizational policymakers should consider role overload as an element that causes stress and frustration among medical supervisors, resulting in abusive behavior towards their subordinates. Thus, some normative measures might be appropriate to reduce abusive supervision in the healthcare sector. Socially, this study can help in combating frustration and aggression among working people, representing a significant proportion of Pakistani society.Originality/value -The mediators, such as supervisor frustration and guilt, advance our understanding of abusive supervision research.

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Unfolding the impact of trait emotional intelligence facets and co-worker trust on task performance

Cited by 3 publications

References 33 publications

Do the Project Manager’s Soft Skills Matter? Impacts of the Project Manager’s Emotional Intelligence, Trustworthiness, and Job Satisfaction on Project Success

Do the Project Manager’s Soft Skills Matter? Impacts of the Project Manager’s Emotional Intelligence, Trustworthiness, and Job Satisfaction on Project Success

How psychological empowerment impacts task performance: The mediation role of work engagement and moderating role of age

Rethinking abusive supervision: antecedents and reparative mechanisms of abusive supervision, including supervisor frustration, coworker support, guilt, and supervisor OCB in a mediated-moderation model

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