The leaders’ emotional intelligence

Abstract

Purpose The purpose of this paper is to determine the extent to which leaders’ emotional intelligence (EI) predict the voluntary work behaviors (i.e. organizational citizenship behavior (OCB) and counterproductive workplace behavior (CWB)) of employees in the Ghanaian banking sector. Design/methodology/approach Quantitative approach was adopted to collect data from 234 respondents working in both high- and low-performing banks in Ghana. Both purposive and simple random sampling techniques were used for the selection of the respondents. Findings The findings of the study revealed that the leaders’ EI positively predicted the OCB of employees while a negative relationship was found between leaders’ EI and its prediction of employees’ CWB. Thus, emotionally intelligent leaders are able to evoke citizenship behaviors while mitigating CWBs of employees in the Ghanaian banking sector. Research limitations/implications The research addresses the gap in literature on how leaders’ EI influence employees’ tendency to exhibit either OCB or CWB specifically in the Ghanaian context. Practical implications The findings suggest that organizational leaders especially in the Ghanaian banking sector should be trained to be emotionally intelligent in their relationship with employees as such skills boost positive voluntary behaviors and have the tendency to alleviate the negative behaviors by employees. Originality/value The study provides an in-depth account on how the leaders’ EI influence both employees’ OCB and CWB and how to appropriately evoke or alleviate them, respectively.

The Relationship of Emotion Intelligence, Knowledge-Sharing and Group Work Results of Vietnam Students

“…Secondly, EI positively affects knowledge-sharing. This result is consistent with some previous studies of formula Dartey Baah et al [21], Polese et al [22], Tommasetti et al [23]. Acquisition of knowledge is done through the ability of individuals to perceive and process information, directly related to individual emotional factors such as emotional awareness and understanding [24].…”

“…After studying the studies of Dartey Baah et al [21], Polese et al [22], Tommasetti et al [23], Khalili, A. [27], Efthimiou [28], Callin and Bamford [20] the authors discovered the effect of the knowledge-sharing mediating factor in EI relationships and group work outcomes.…”

“…Many previous studies have mentioned the relationship between EI and knowledge-sharing [21]- [23]. Rechberg and Syed [24] studied the effect of EI on individual participation in knowledge-sharing practices.…”

Co-worker incivility and employee engagement among Ghanaian bank workers: does emotional intelligence matter?

“…These skills are not different from those needed for relationship management, which is at the heart of employee engagement. This finding is consistent with that of Dartey-Baah and Mekpor (2017) who also concluded in their study on the Ghanaian banking industry that engaged employees were also emotionally intelligent.…”

Executives’ Knowledge Management and Emotional Intelligence Role: Dynamizing Factor towards Open Innovation

“…Zulfadil et al [29] suggested that EI directly influences knowledge Sharing, conflict in teams, the structure mechanism, and team performance. Several previous studies [30][31][32][33][34][35][36] have found a partial relationship between EI and team performance. Regarding the relationship between EI and innovation, Blázquez and Bermúdez [37] empirically demonstrate that senior executives' EI exerts a positive, direct influence on innovation in Spanish companies.…”