What makes an engaged employee? A facet-level approach to trait emotional intelligence as a predictor of employee engagement

Barreiro, Carmen; Treglown, Luke

doi:10.1016/j.paid.2020.109892

Cited by 72 publications

(75 citation statements)

References 85 publications

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“…Emotional intelligence (EI) EI has been defined across industries and countries and is considered a key indicator for successful leadership (Barreiro and Treglown, 2020;Chen et al, 2015;Goleman, 2004), helping leaders to deal effectively with their own emotions as well as those of subordinates (Li et al, 2016;Peterson and Luthans, 2003). Although EI has been variously defined (Meisler, 2014), perhaps the most widely accepted is that proposed by Salovey and Mayer (1990), who defined EI as the "ability to monitor one's own and others' feelings and emotions, to discriminate among them and to use this information to guide one's thinking and actions".…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Does emotional intelligence and empowering leadership affect psychological empowerment and work engagement?

Alotaibi

Amin

Winterton³

2020

LODJ

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PurposeThe objective of this study is to investigate the role of emotional intelligence and empowering leadership in enhancing psychological empowerment and work engagement in private hospitals.Design/methodology/approachA total of 500 questionnaires were distributed to staff nurses at five private hospitals in Riyadh, Saudi Arabia, 100 questionnaires to each hospital, with an achieved response rate of 34.8%.FindingsThe results show statistically significant positive relationships between emotional intelligence, empowering leadership, psychological empowerment and work engagement. The relationship between emotional intelligence and work engagement and psychological empowerment and work engagement were not significant.Research limitations/implicationsThe study found that employees who have a high level of emotional intelligence and the positive stimulus of empowering leadership demonstrate enhanced psychological empowerment and work engagement.Practical implicationsA better understanding of the role of EI and EL in enhancing psychological empowerment and work engagement could help hospitals reduce turnover among nurses and improve their relationships with patients, as well as maintaining competitive advantage.Originality/valueThe study provides evidence to support the effect of EI on empowering leadership, psychological empowerment and work engagement in private hospitals.

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Section: Theory and Hypothesesmentioning

confidence: 99%

Does emotional intelligence and empowering leadership affect psychological empowerment and work engagement?

Alotaibi

Amin

Winterton³

2020

LODJ

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“…This paper aims to explore whether workplace engagement represents a mediating factor in the relationship between dark personality and job performance. There are literatures both on the role of personality traits in predicting which employees will be engaged at work (e.g., Barreiro and Treglown, 2020 ) as well as how engagement predicts increased job performance (e.g., Demerouti et al, 2010 ). However, two gaps exist: firstly, to what extent do dark personality traits hinder or help an employee to be engaged within the workplace?…”

Section: Introductionmentioning

confidence: 99%

The Dark Side of High-Fliers: The Dark Triad, High-Flier Traits, Engagement, and Subjective Success

Furnham

Treglown²

2021

Front. Psychol.

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The aim of this study was to understand the relationship between bright-side, High Potential and dark-side Dark Triad traits, as well as work engagement on judgements of perceived success. In all, 290 working adults completed questionnaires assessing their High Potential Personality Traits (HPTI), their dark-triad traits, job engagement and self-rated success at work. The data showed that the three dark-triad traits (Narcissism, Psychopathy, Machiavellianism) were systematically and significantly correlated with High Potential traits Adjustment/neuroticism, Tolerance of Ambiguity and Conscientiousness. Three HPTI traits, namely curiosity, Conscientiousness, and courage, were systematically positively correlated with all three engagement measures. Narcissism was strongly related to all measures of engagement. Those with higher scores Adjustment, Courage, and Narcissism and of the male sex, rated their success highest. Job engagement mediated between high-flier and dark-side traits and success ratings. Implications and limitations are discussed.

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“…Systematic focus on training needs, training delivery, training transfer and training effectiveness should be an integral focus of effective performance management and development processes. Barreiro and Treglown (2020) noted that if managers are trained to be capable at influencing others' emotions, they might make others in the organization more engaged. Raemah, and Mohamad Azlan (2018) suggested that retail organizations may consider human resource applications or strategy to leverage the employee engagement in either retaining the employees, recruiting the best talent, and reducing turnover rates or other motivating factors like benefits.…”

Section: Employee Engagement and Salesmentioning

confidence: 99%

A Qualitative Exploratory Observational Study: An Entrepreneurship Managers’ Emotional Intelligence and Impact on the Financial Organization’s Success in the United States

Luncheon¹,

Kasztelnik

2021

FMIR

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This paper summarizes the arguments and counterarguments within the scientific discussion on emotional intelligence. Emotional intelligence is an essential trait for managers to possess to be effective and successful in organizations. Soft skills are becoming as crucial as making quotas. Scholarly literature lacks research on emotional intelligence and employee engagement in retail in St. Lucia. Engaged employees could stay motivated during adversity and help maintain an organization’s culture. This exploratory observational study’s primary purpose was to examine how retail store managers in St. Lucia perceived their emotional intelligence influences employee engagement. The conceptual framework that grounded the study was emotional intelligence and employee engagement from an organizational performance perspective. The data collection process included reviewing archival data. The paper presents empirical analysis results; several patterns and themes emerged from the data analysis, including emotional intelligence, controlling emotions, coaching, legacy, training, hiring well, communication, and personalized relationships. Increased emotional intelligence training emerged as useful in the St. Lucian business landscape and the Caribbean by extension. The research empirically confirms and theoretically proves that researching other sectors at varying levels may give a broader understanding of how emotional intelligence is perceived. This study’s findings may be useful to stakeholders and organizational leaders to allow developing strategies to build more emotionally intelligent and engaged organizations and positively affect social change.

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What makes an engaged employee? A facet-level approach to trait emotional intelligence as a predictor of employee engagement

Cited by 72 publications

References 85 publications

Does emotional intelligence and empowering leadership affect psychological empowerment and work engagement?

Does emotional intelligence and empowering leadership affect psychological empowerment and work engagement?

The Dark Side of High-Fliers: The Dark Triad, High-Flier Traits, Engagement, and Subjective Success

A Qualitative Exploratory Observational Study: An Entrepreneurship Managers’ Emotional Intelligence and Impact on the Financial Organization’s Success in the United States

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