Beyond the job description

Abstract

PurposeThe primary aim of this study was to determine whether or not leaders' emotional intelligence plays a mediating role in the relationship between leadership styles and voluntary work behaviours among employees of selected banks in Ghana. Specifically, the objective was to determine the mediating effect of leaders' emotional intelligence on the relationship between transactional and transformational leadership styles and organizational citizenship behaviours (OCB) and counterproductive workplace behaviours (CWB).Design/methodology/approachThe quantitative approach to research was adopted to collect data from 234 respondents. More so, both purposive and simple random sampling techniques were used for the selection of respondents for the study.FindingsThe findings of the study revealed that amongst the various leadership styles and OCB and CWB relationships, only the relationship between transformational leadership and OCB was mediated by leaders' emotional intelligence.Practical implicationsIt was however recommended that transformational leadership style be adopted in the quest to encourage employees to exhibit OCB and mitigate employees' involvement in CWB since such leaders are more prone to exhibiting high levels of emotional intelligence in the dealing with employees.Originality/valueFor the first time in the Ghanaian banking sector, this research explores the leaders' emotional intelligence as mediator on the nexus between leadership styles and voluntary work behaviours of employees of selected banks in Ghana.

Linking global consumer culture and ethnocentric consumerism to global citizenship: exploring the mediating effect of cultural intelligence

“…Along with cross-cultural experience, the capability to adapt to a different culture develops a global citizen with cosmopolitan identity (Lyons et al, 2012). The role of intelligence on GC involves the elaboration of social skills such as listening, inspiring and building relationships, which in turn develop voluntary behaviours in a global context (Mekpor and Dartey-Baah, 2020).…”

Niños, Niñas Y Adolescentes Que Viven en La Calle en Lima: Algunos Aportes Para Su Definición Y Atención Especializada

“…Esto implica que los líderes deben comprender los diversos estilos de liderazgo, sus fortalezas y debilidades para adoptar un estilo o combinación de estilos que logren movilizar a los colaboradores al cumplimiento de los objetivos establecidos. De otro lado, la ausencia de un liderazgo efectivo contribuye al desempeño deficiente de muchas organizaciones (Shafiu et al, 2019), por lo tanto, si se quiere una organización eficaz, el estilo de liderazgo debe ser coherente con la cultura organizacional y los valores de los empleados (Mekpor & Dartey-Baah, 2020). Kuada (2012) menciona que algunos estilos de liderazgo se consideran más beneficiosos para el desempeño organizacional.…”

Transformational leadership and emotional intelligence, and their connections in management and innovative projects management

“…Encouraging a mutual trusting relationship that positively impacts job satisfaction through emotional intelligence leads to a greater balance amongst the group (Gavin, Gavin, & Quick, 2017) Emotional intelligence can influence the transformational leader's effectiveness in positive organizational behaviors, in preventing counterproductive behaviors (Supriyanto et al, 2020), and in manipulating their followers (Segon & Booth, 2015). Transformational leaders must exhibit emotional intelligence to welcome and respond positively to organizational problems (Mekpor & Dartey-Baah, 2020) without lacking ethics and empathy to mitigate dark traits (Schreyer et al, 2021).…”