The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study

By Chi-Sum Wong, K. Law. 2002

3,573 citations recorded by the source corpus.

Abstract Recently, increasing numbers of scholars have argued that emotional intelligence (EI) is a core variable that affects the performance of leaders. In this study, we develop a psychometrically sound and practically short EI measure that can be used in leadership and management studies. We also provide exploratory evidence for the effects of the EI of both leaders and followers on job outcomes. Applying Gross' emotion regulation model, we argue that the EI of leaders and followers should have positive effects on job performance and attitudes. We also propose that the emotional labor of the job moderates the EI–job outcome relationship. Our results show that the EI of followers affects job performance and job satisfaction, while the EI of leaders affects their satisfaction and extra-role behavior. For followers, the proposed interaction effects between EI and emotional labor on job performance, organizational commitment, and turnover intention are also supported.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8370a4a74cd4eec5ab9dcd6c0acb2bb79ec7ff2c

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Toward a Goal Orientation–Based Feedback-Seeking Typology (2014, methodology): “We also checked the discriminant validity of the feedback-seeking measures with job selfefficacy (a three-item measure from Spreitzer, 1995) and emotional intelligence (EI) (a 16-item measure from Wong & Law, 2002).”
Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects (2014, methodology): “…transformational leadership, conflict resolution, success in job interviews, job performance, perceived organizational justice, and job satisfaction (Day and Carroll, 2004; Joseph and Newman, 2010; Mayer et al., 2008; Meisler, 2012a; O’Boyle et al., 2011; Sy et al., 2006; Wong and Law, 2002).”
Hospitality service employees’ coping styles: The role of emotional intelligence, two basic personality traits, and socio-demographic factors (2011, methodology): “…job performance, job satisfaction, and organizational citizenship behaviors (Day and Carroll, 2004; Higgs, 2004; Lopes et al., 2006; Sy et al., 2006; Wong and Law, 2002) and that leader EI contributes to the financial performance of the company (Boyatzis, 2006) and followers’ satisfaction and…”
The mediating role of burnout on the relationship of emotional intelligence and self-efficacy with OCB and performance (2015, background): “Employees with high levels of EI are those who can make use of antecedent- and response-focused emotional regulation effectively, and master their interactions with others in a more effective manner (Wong and Law, 2002).”
Emotional Intelligence as Personality: Measurement and Role of Trait Emotional Intelligence in Educational Contexts (2018, methodology): “Employing a Japanese sample, Fukuda et al. (2011) replicated the four-factor structure of the AES and reported that the global score correlated at 0.75 with the Wong and Law (2002) Emotional Intelligence Scale.”
The Role of Trait Emotional Intelligence in a Gender‐Specific Model of Organizational Variables (2006, result): “These results are in line with previous findings in the literature (e.g., Abraham, 1999; Wong & Law, 2002).”
Impact of psychological capital on organizational citizenship behavior: Moderating role of emotional intelligence (2016, methodology): “The 16-item WLEI scale proposed by Wong and Law (2002) is having 4 subscales with 4 items each.”