The Joint Influence of Supervisor and Subordinate Emotional Intelligence on Leader–Member Exchange

Sears, Greg J.; Holmvall, Camilla M.

doi:10.1007/s10869-009-9152-y

Cited by 28 publications

(24 citation statements)

References 68 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Second, the similarity‐attraction paradigm (Byrne, ) also suggests that reciprocal exchanges between supervisors and their employees are enhanced when there is a match in their levels of emotional intelligence (Sears & Holmvall, ). As found by these authors, leader–member exchange was highest when both employees and supervisors were high on emotional intelligence, such that supervisors are well equipped to know when to offer support and employees are capable of receiving it.…”

Section: Introductionmentioning

confidence: 99%

“…In contrast, employees high in emotion recognition paired with supervisors who are low in emotion recognition have been shown to have poor working relationships (Sears & Holmvall, ). This is a stressful combination in its own right due to the high potential for interpersonal conflict and limited socioemotional support in the working relationship and is expected to be even more salient in the context of high emotional demands.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Employees' perceptions of their own and their supervisor's emotion recognition skills moderate emotional demands on psychological strain

2020

View full text Add to dashboard Cite

This research builds on prior studies showing the role of employee emotion recognition in the stress process to be mixed and conflicting. As such, it was proposed that the extent to which employees' emotion recognition skills buffer or exacerbate emotional demands depends on the extent to which employees believe their supervisor also is skilled in emotion recognition. Two samples of Australian employees completed cross‐sectional questionnaires. Sample 1 consisted of 149 employees in a medical research institution, and Sample 2 consisted of 161 government employees in an equipment supplies and logistics service. A three‐way interaction among emotional demands, employee emotion recognition, and perceived supervisor emotion recognition was found on psychological strain in both samples and on job dissatisfaction in Sample 1. As predicted, when employee emotion recognition was high, those who perceived their supervisor to be high in emotion recognition were buffered from emotional demands. In contrast, stress‐exacerbating effects were found when employees were high in emotion recognition, but supervisors were perceived to be low in emotion recognition. Overall, these results highlight the importance of emotion recognition in the stress process, and that the same skill set needs to be perceived in one's supervisor, an interpersonal resource, for this intrapersonal resource to be adaptive for employees.

show abstract

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Employees' perceptions of their own and their supervisor's emotion recognition skills moderate emotional demands on psychological strain

2020

View full text Add to dashboard Cite

show abstract

“…The similarity‐attraction paradigm (Byrne, ) is particularly relevant in describing how individual‐level ratings made by assessors of assessees of the same race or gender can systematically accumulate to produce subgroup‐level differences in ACs. The effects of similarity on attraction, liking, and positive expectations and evaluations have been supported across a wide range of dyads, including: leaders and followers (Sears & Holmvall, ), job applicants and organizations (Schreurs, Druart, Proost, & DeWitte, ), and trainers and trainees (Varela, Cater, & Michel, ). In an AC context, similarity of an assessor to an assessee may affect several stages of the observation and evaluation process inherent to the method (Thornton et al, ): assessors’ selective expectations for assessee performance, selective attention to confirming evidence of positive behaviors demonstrated by assessees, and the assignment of more favorable judgments to assessees.…”

Section: Rater Error As a Mechanism Driving Subgroup Differencesmentioning

confidence: 98%

Same‐gender and same‐race bias in assessment center ratings: A rating error approach to understanding subgroup differences

Thornton

Rupp

Gibbons

et al. 2019

Int J Selection Assessment

View full text Add to dashboard Cite

This study investigated leniency and similar‐to‐me bias as mechanisms underlying demographic subgroup differences among assessees in assessors’ initial dimension ratings from three assessment center (AC) simulation exercises used as part of high‐stakes promotional testing. It examined whether even small individual‐level effects can accumulate (i.e., “trickle‐up”) to produce larger subgroup‐level differences. Individual‐level analyses were conducted using cross‐classified multilevel modeling and conducted separately for each exercise. Results demonstrated weak evidence of leniency toward White assessees and similar‐to‐me bias among non‐White assessee–assessor pairs. Similar leniency was found toward female assessees, but no statistically significant effects were found for assessee or assessor gender or assessee–assessor gender similarity. Using traditional d effect size estimates, weak individual level assessee effects translated into small but consistent subgroup differences favoring White and female assessees. Generally small but less consistent subgroup differences indicated that non‐White and male assessors gave higher ratings. Moreover, analyses of overall promotion decisions indicate the absence of adverse impact. Findings from this AC provide some support for the “trickle‐up” effect, but the effect on subgroup differences is trivial. The results counter recent reviews of AC studies suggesting larger than previously assumed subgroup differences. Consequently, the findings demonstrate the importance of following established best practices when developing and implementing the AC method for selection purposes to minimize subgroup differences.

show abstract

“…Deep‐level leader‐follower similarities, such as beliefs or abilities, are often greater predictors of leader‐member exchange than surface‐level similarities (e.g., demographics; Liden, Wayne, & Stilwell, ; emotional intelligence, Sears & Holmvall, ; interpersonal attraction, Turban, Jones, & Rozelle, ). But, deep‐level characteristics are not directly observable, obliging followers to draw inferences and make attributions from behaviors (Dasborough & Ashkanasy, ).…”

Section: Follower Moral Reasoning Abilitymentioning

confidence: 99%

Follower moral reasoning influences perceptions of transformational leadership behavior

Naber

Moffett

2017

J Applied Social Pyschol

View full text Add to dashboard Cite

Transformational leadership reflects charismatic, but ethical, influence on followers. However, leadership ultimately occurs through the perceptual and attribution processes within followers. Accordingly, the perception and evaluation of transformational leadership is likely to be influenced by followers' moral reasoning, which is the ability that allows individuals to identify and interpret ethically-salient issues in social environments. As predicted by social-cognitive principles of selfschemas, observers' moral reasoning positively related to the perception and positive evaluation of transformational leadership behavior, but not to positive affective reactions towards that behavior.These same relationships did not occur for the perception and evaluation of transactional leadership behavior. Implications for whistle-blowing behavior, organizational ethics, and the measurement of transformational leadership are discussed.

show abstract

The Joint Influence of Supervisor and Subordinate Emotional Intelligence on Leader–Member Exchange

Cited by 28 publications

References 68 publications

Employees' perceptions of their own and their supervisor's emotion recognition skills moderate emotional demands on psychological strain

Employees' perceptions of their own and their supervisor's emotion recognition skills moderate emotional demands on psychological strain

Same‐gender and same‐race bias in assessment center ratings: A rating error approach to understanding subgroup differences

Follower moral reasoning influences perceptions of transformational leadership behavior

Contact Info

Product

Resources

About