Emotional Competence and Work Performance: The Mediating Effect of Proactivity and the Moderating Effect of Job Autonomy.

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Leader reactions to follower proactive behavior: Giving credit when credit is due (2015, background): “…more specific calls for research examining contextual moderators of the relationship between proactive behavior and performance evaluations such as the traits and characteristics of leaders (e.g. Bindl and Parker, 2011; Fuller et al., 2012; Grant et al., 2009; Kim et al., 2009; Zhang et al., 2012).”
Leaders’ Moral Competence and Employee Outcomes: The Effects of Psychological Empowerment and Person–Supervisor Fit (2013, background): “On the other hand, emotional competence, referring to individuals’ perceptions of their own emotional abilities (Kim et al. 2009), is value free.”
Mutual Trust Between Leader and Subordinate and Employee Outcomes (2018, methodology): “To assess task performance, we used the three-item measure of Kim et al. (2009). The supervisors were asked to assess their subordinates’ task performance by responding to: ‘fulfilling specific job responsibilities,’ ‘meeting performance standards and expectations,’ and ‘completing assigned duties’ ”