Team Emotional Intelligence: Emotional Processes as a Link Between Managers and Workers

Abstract

Research has shown that transformational leaders are able, through emotional contagion mechanisms, to transmit their emotions and boost positive feelings among their followers. Although research on leadership and team processes have shown a positive relation between transformational leadership and workers' well-being, there is a lack of studies examining the “black box” of this association. The present study aimed to assess the mediation effect of team emotional intelligence (TEI) of the management team on the relationship between management's transformational behaviors and employees' responses. Data were gathered from two sources: 1,566 managers grouped into 188 teams pertaining to a total of 90 firms, and 4,564 workers from the same 90 firms. The results showed that management team TEI and the emotional state of “passion” among employees had a full mediation effect on the relationship between management teams' transformational leadership and employees' cohesion. Implications of these results are discussed.

Emotional Contagion: A Brief Overview and Future Directions

“…Emotions have awakened the interest of researchers for quite some time (Bagozzi et al, 1999;Kranzbühler et al, 2020). The study of emotional contagion has been the focus of various disciplines because different types of interactions, such as commercial transactions, team communication, and humanrobot interactions, can transfer emotions (Li et al, 2017;Wergin et al, 2018;Chen et al, 2019;Kuang et al, 2019;Matsui and Yamada, 2019;Mindeguia et al, 2021). Marketing research on emotional contagion has focused on understanding how positive or negative emotions converge in positive or negative consumer behavior (Hennig-Thurau et al, 2006;Dellarocas et al, 2007;Cowley, 2014;Kramer et al, 2014;Fox et al, 2018).…”

The Positive Loop at Work: A Longitudinal Long-Term Study of Transformational Leadership, Group Passion, and Employee Results

“…It has been recognized that leaders can arouse strong positive feelings in their followers (George, 2000;Dasborough and Ashkanasy, 2002), which, in turn, influence their work attitudes and behaviors (García-Buades et al, 2020). Moreover, a recent cross-sectional study showed that transformational behaviors of leaders influence positive high intensity and cohesion through team emotional intelligence of leaders (Mindeguia et al, 2021).…”

“…We adapted Rafferty and Griffin (2006) scale for the Vision, Positive Leadership (inspirational communication in the original scale), and Supportive Leadership dimensions, adding the Organizational Culture Inventory (Cooke and Lafferty, 1983) for the Goal Emphasis dimension ("My supervisor has a clear understanding of where we want our unit to be in 5 years"). This scale was already used in previous studies showing a good validity (Mindeguia et al, 2021). Confirmatory factor analysis was then conducted to confirm the factor structure of the new scale.…”

“…The Cronbach's alpha obtained in the present study was 0.82 for times 1 and 2. The scale was already used in other studies (Mindeguia et al, 2021) showing the same structure at individual and group levels.…”

The Impact of Leadership Program Formatting on Perceived Development Within Pharmacy Cohorts

“…These relationships are built through self-awareness and emotional intelligence in interactions with others. 18,19 In order to motivate current and future pharmacy leaders to accept the obligation of leadership to the profession, they must have access to training programs that promote a leadership approach focusing on a combination of competence and social awareness.…”