The Effect of a Manager’s Emotional Intelligence on Employees’ Work Outcomes in the Insurance Industry in Jordan

Suifan, Taghrid; Abdallah, Ayman Bahjat; Sweis, Rateb J.

doi:10.5539/ibr.v8n9p67

Cited by 16 publications

(13 citation statements)

References 68 publications

(72 reference statements)

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“…The final number of usable questionnaires was 132, representing a response rate of 52.8%. This response rate is consistent with other previous empirical studies Suifan et al, 2015).…”

Section: Data Collectionsupporting

confidence: 82%

Collaboration with Suppliers and Lead Users in New Product Development and Open Innovation: Empirical Evidence from Jordanian Companies

Al‐Zu'bi¹

2016

EMR

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This study aims to investigate the effects of collaboration with suppliers and lead users in new product development on open innovation in Jordanian manufacturing companies. Data was collected from 132 companies in two industries; machinery and electronics, and hierarchical regression analysis used to test the study hypotheses, with control variables of company age, company size, and length of relationship applied to avoid their potential bias. The results show that supplier collaboration in new product development does not significantly affect open innovation, while collaboration with lead users positively and significantly affects open innovation.

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“…The final number of usable questionnaires was 132, representing a response rate of 52.8%. This response rate is consistent with other previous empirical studies Suifan et al, 2015).…”

Section: Data Collectionsupporting

confidence: 82%

Collaboration with Suppliers and Lead Users in New Product Development and Open Innovation: Empirical Evidence from Jordanian Companies

Al‐Zu'bi¹

2016

EMR

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“…Employees who consider themselves influential tend usually to believe that they have a significant control over their jobs (Corsun and Enz, 1999). In addition, experience and knowledge that employees gain by working in the organization over time, rather than perceived organizational support, can be the base for assuming greater independence in the workplace (Suifan et al, 2015). In this context, job independence is seen as closely related to empowerment but not to perceived organizational support (Petter et al, 2002;Spreitzer, 1996).…”

Section: Discussionmentioning

confidence: 99%

The impact of transformational leadership on employees’ creativity

Suifan

Abdallah

Janini

2018

MRR

Self Cite

103

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Purpose The purpose of this paper is to examine the effect of transformational leadership on employees’ creativity in the Jordanian banking sector through the mediating effect of perceived organizational support. Design/methodology/approach The study is based on survey data collected from 369 employees working in Jordanian banks. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modeling. Findings The results indicate that transformational leadership positively affects some dimensions of employees’ creativity and perceived organizational support. However, perceived organizational support is found to not be significantly related to some dimensions of employees’ creativity. Additionally, the mediating effect of perceived organizational support on the relationship between transformational leadership and some dimensions of employees’ creativity is found to not be significant. Originality/value This paper is one of the first to examine the relationship between transformational leadership and employees’ creativity through perceived organizational support, especially in an Arab country and in the banking sector.

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“…[83] argued that there may be cases when worker is highly involved in a specific work but not be committed to the organization or vice versa. Existing literature provides sufficient empirical evidence on the effect of job involvement on organizational commitment and other organizational outcomes such as turnover intention, productivity, job migration, and professional commitment [84]- [90].…”

Section: Job Involvement and Organizational Commitmentmentioning

confidence: 99%

An Integrated Model of Job Involvement, Job Satisfaction and Organizational Commitment: A Structural Analysis in Jordan’s Banking Sector

Abdallah¹,

Obeidat²,

Aqqad³

et al. 2017

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The purpose of this research is to investigate the interrelationships among the three behavioural constructs of job involvement, job satisfaction and organizational commitment. Accordingly, a structural model is developed to delineate the interactions among these constructs and explore the mediating effect of job satisfaction on the relationship between job involvement and organizational commitment. A questionnaire-based survey was designed to test the aforementioned model based on a dataset of 315 employees working in twelve out of twenty six banks operating in the capital city of Jordan, Amman. The model and posited hypotheses were tested using structural equation modelling analysis. The results indicated that job involvement positively and significantly affects job satisfaction and organizational commitment. Additionally, job satisfaction proved to be positively related to organizational commitment. Furthermore, job satisfaction positively and significantly partially mediated the relationship between job involvement and organizational commitment.

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The Effect of a Manager’s Emotional Intelligence on Employees’ Work Outcomes in the Insurance Industry in Jordan

Cited by 16 publications

References 68 publications

Collaboration with Suppliers and Lead Users in New Product Development and Open Innovation: Empirical Evidence from Jordanian Companies

Collaboration with Suppliers and Lead Users in New Product Development and Open Innovation: Empirical Evidence from Jordanian Companies

The impact of transformational leadership on employees’ creativity

An Integrated Model of Job Involvement, Job Satisfaction and Organizational Commitment: A Structural Analysis in Jordan’s Banking Sector

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