The effects of emotional intelligence on job performance and life satisfaction for the research and development scientists in China

By K. Law, Chi-Sum Wong, G. Huang, Xiaoxuan Li. 2008

268 citations recorded by the source corpus.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8308974b2c9b764bc43c6f5b6d63e26de97ab3fe

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. Galit Meisler
2. E. Vigoda-Gadot
3. W. Lam
4. Simon C. H. Chan
5. Xinsheng Nan
6. Xu Huang

In Organizational Behavior and Human Resource Management

1. Simon C. H. Chan
2. Galit Meisler
3. E. Vigoda-Gadot
4. Ra'ed Masa'deh
5. W. Lam
6. Xu Huang

In Social Psychology

1. E. Vigoda-Gadot
2. Galit Meisler
3. Simon C. H. Chan
4. Ra'ed Masa'deh
5. Musa Al-Lozi
6. Ivan Vratskikh
7. W. Lam
8. Xinsheng Nan

Citations in the corpus

• Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects (2014, methodology): “Furthermore, unlike other self-report EI scales, the WLEIS has been found to be distinct from personality factors (Law et al., 2004) and to be a better predictor of objective job performance compared to the performance-based emotional intelligence test (Law et al., 2008).”
• The joint effect of leader–member exchange and emotional intelligence on burnout and work performance in call centers in China (2010, background): “The proponents of EI have contended that emotional intelligence, as a form of ‘social intelligence’ (Thorndike 1920 ), is distinct from abstract or academic intelligence and the Big-Five Personality (Goleman 1995 , 1998 ; Matthews, Roberts and Zeidner 2004 ; Ashkanasy and Daus 2005 ; Law, Wong,”
• Emotional Intelligence: Sine Qua Non of Leadership or Folderol? (2011, unknown): “Theoretically, EI is expected to influence leadership outcomes through alternative channels—namely by enabling leaders to more effectively manage both their own and their followers’ feelings (George, 2000; Humphrey et al., 2008; Law et al., 2008).”
• The Impact of Emotional Intelligence on Job Performance via the Mediating Role of Job Satisfaction (2016, result): “The findings of the present study agree with past research (Law & Kenneth, 2008; Shooshtarian et al., 2013) that revealed links between EI and JP showing that employees with higher level of EI are demonstrating higher level of JP.”