Group leader emotional intelligence and group performance: a multilevel perspective

Zhang, Yucheng; Zhang, Long; Zhu, Jingtao; Liu, Chih‐Hsing; Yang, Mengxi; Liu, Guangjian

doi:10.1057/s41291-020-00123-1

Cited by 10 publications

(8 citation statements)

References 108 publications

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“…Recent leadership scholarship have acknowledged the significance of emotions in leadership‐associated process and end results, as reflected in various contemporary leadership concepts such as transformational philosophy (Chen & Wu, 2020), charismatic philosophy (Sy, Horton & Riggio, 2018), and leader‐member exchange (LMX; Tse, Troth, Ashkanasy & Collins, 2018). Despite the inevitable relationship between leadership and emotion, extant empirical research has shown a greater interest in exclusively studying emotional intelligence (EI; Ding & Yu, 2021; Zhang et al ., 2020) or the display of discrete emotions and their combination (Yeung & Shen, 2019). Few empirical studies have tested the relationship between leader emotional behavior and work outcomes such as individual level (Kluemper, DeGroot & Choi, 2013; Sadri, Weber & Gentry, 2011) and group level performance (Chi, Chung & Tsai, 2011; Neil, Wagstaff, Weller & Lewis, 2016).…”

Section: Introductionmentioning

confidence: 99%

Leader emotion regulation, leader‐member exchange (LMX), and followers’ task performance

Moin

Wei

Weng

et al. 2021

Scandinavian J Psychology

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Drawing on Social Exchange theory, we investigated the direct link between leaders’ emotion regulation strategies (i.e., surface acting and deep acting) and follower task performance. In addition, we investigated the indirect link between leaders’ emotion regulation strategies and follower task performance via leader‐member exchange (LMX). Using survey data (N = 301) from the banking industry, we found that leader surface acting only has an indirect negative relationship with follower task performance via LMX, while leader deep acting has both a direct and an indirect positive relationship with follower task performance. The result showed that leader emotion regulation strategies perform a key role in enhancing/damaging LMX and that leaders need to be vigilant regarding their own emotional behaviors. That is, they can develop positive relationships with their followers by employing deep acting but that surface acting damages their relationship with followers. Implications of this study, limitations, and future research are discussed.

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Section: Introductionmentioning

confidence: 99%

Leader emotion regulation, leader‐member exchange (LMX), and followers’ task performance

Moin

Wei

Weng

et al. 2021

Scandinavian J Psychology

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“…In this research, EI showed the most noteworthy and positive correlation with GC than other outcomes. Plenty of studies have documented that EI has an incremental validity to anticipate DWB, GC, and OP (Emami, 2014;Robinson et al, 2019;Adhikari, 2020;Dhankar, 2015;Callahan, 2016;Kashyap, 2021;Zhang et al, 2020) perceived by the respondents. Thus, this research establishes that EI is associated significantly with desirable human outcomes compared to undesirable human outcomes by providing emotional aid to employees during stressful situations in the work area.…”

Section: Resultsmentioning

confidence: 99%

“…There are ample shreds of evidence reporting that EI is positively related to human resource outcomes in organizations, including individual-level outcomes (Devonish, 2016;Makkar & Basu, 2017), group-level outcomes (Jani & Deepti, 2015;Black, Kim, Rhee, Wang, & Sakchutchawan, 2018;Zhang et al, 2020), and organizational-level outcomes (Callahan, 2016;Gainer, 2018). On the other hand, many studies found that EI is negatively identified with adverse outcomes for humans (Basoda, 2014;Robinson, Persich, Stawicki, & Krishnakumar, 2019;Adhikari, 2020).…”

Section: Emotional Intelligence and Human Outcomesmentioning

confidence: 99%

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Predicting Behavioral Outcomes of Humans: The Role of Emotional Intelligence

Biswas

Alam

Akhter

2022

Management Dynamics

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The powerful stimulator of desired human behavior is emotional intelligence. The current investigation makes an effort to look into the relative influence of emotional intelligence on the behavioral outputs of employees in diverse Bangladeshi organizations. The method of purposive sampling was used to collect responses from 412 participants. The author applied Emotional Quotient Index (EQ Index) as well as different measurement instruments to evaluate employees’ emotional intelligence and their behavioral outcomes at the workplace. The data were analyzed with descriptive statistics, Pearson correlation, and linear regression. Quantitative outcomes from this analysis demonstrated a favorable relationship between emotional intelligence and desired behavioral outcomes, specifically, group cohesion (r=0.72, p<.01) and productivity (r = 0.70, p <0.01). Results uncovered a significant negative relationship (r= -0.58, p <0.01) between emotional intelligence and deviant workplace behavior. These exclusive outcomes will move academics, decision-makers, and industry leaders from a variety of businesses to foster emotional intelligence in them in order to achieve more preferable working outcomes and to defend against undesirable deviant conduct.

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“…In emotional leadership, the emotional competencies of leaders include emotional intelligence, empathy, emotion recognition, emotion expression and emotion regulation [ 7 ]. Studies have found that leaders with high emotional intelligence are effective in promoting employees’ engagement and performance [ 19 , 20 ]. The most obvious characteristic of people with high emotional intelligence is that they are good at identifying and managing their own and others’ emotions [ 21 ].…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

The impact of emotional leadership on Chinese subordinates’ work engagement: role of intrinsic motivation and traditionality

et al. 2022

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Background Leaders’ emotions and emotion regulation strategies influence subordinates’ attitudes and behaviors, while previous studies have mostly taken an emotional perspective. Leaders’ emotional competence also has an impact on subordinates through motivational and cognitive pathways. Based on self-determination theory, this study examined the impact of emotional leadership on subordinates’ work engagement, as well as the mediating role of subordinates’ intrinsic motivation and the moderating role of traditionality. Methods We first performed a scenario experiment study in which 116 Chinese college students were asked to read experimental materials on different leadership behaviors and answer relevant questions. Subsequently, a questionnaire survey was conducted, in which 347 Chinese enterprise employees were asked to rate their own experiences with emotional leadership, work engagement and intrinsic motivation. We used SPSS 25.0 for performance reliability analysis, correlation analysis and hierarchical regression analysis to test the reliability of the scales and investigate the relationship between the variables. Bootstrap analysis was used to test the mediating and moderating effects. Results Emotional leadership has a significant direct positive effect on subordinates’ work engagement and positively influences subordinates’ work engagement through the mediation of subordinates’ intrinsic motivation. The effect of emotional leadership on intrinsic motivation is stronger for those with high traditionality than for those with low traditionality. Conclusion Emotional leadership can improve subordinates’ work engagement by stimulating their intrinsic motivation. Therefore, managers need to be able to effectively regulate and manage subordinates’ emotions to stimulate their intrinsic motivation and to differentiate the management of subordinates with different levels of traditionality to improve subordinates’ work engagement.

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Group leader emotional intelligence and group performance: a multilevel perspective

Cited by 10 publications

References 108 publications

Leader emotion regulation, leader‐member exchange (LMX), and followers’ task performance

Leader emotion regulation, leader‐member exchange (LMX), and followers’ task performance

Predicting Behavioral Outcomes of Humans: The Role of Emotional Intelligence

The impact of emotional leadership on Chinese subordinates’ work engagement: role of intrinsic motivation and traditionality

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