An Empirical Study on the Relationship Between Emotional Intelligence and Job Performance Among IT Sector Employees

2014 ◽  
pp. 75-85
Author(s):  
Pranjali Madhur
Keyword(s):  
Emotional Intelligence ◽  
Empirical Study ◽  
Job Performance ◽  
The Relationship

The Relationship Between Emotional Intelligence and Job Performance

2013 ◽  
Vol 20 (3) ◽  
pp. 412-423
Author(s):  
Meng CHEN ◽  
Ran BIAN ◽  
Li-Na WANG ◽  
Hong-Sheng CHE ◽  
Xuan-Hui LIN
Keyword(s):  
Emotional Intelligence ◽  
Job Performance ◽  
The Relationship

Trait emotional intelligence and job performance evaluations: evidence from self, manager, team and peer ratings

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adrian Furnham ◽  
Luke Treglown ◽  
Daria Topic
Keyword(s):  
Emotional Intelligence ◽  
Job Performance ◽  
Structural Equation ◽  
Performance Appraisals ◽  
Performance Evaluations ◽  
Trait Emotional Intelligence ◽  
Peer Ratings ◽  
Content Type ◽  
And Performance ◽  
The Relationship

Purpose The study aims to look at whether trait emotional intelligence (EI) was related to the job performance level of a manager, their immediate team and their peers. Design/methodology/approach This study looked at the relationship between trait EI and performance appraisals, as evaluated by the person themselves, their peers, manager and team. Trait EI facets of 903 employees were compared to evaluated performance appraisals of the different groups four months later. Findings All 15 of the correlations (20 < r < 0.42) between the emotional intelligence facets and self-ratings were significantly positive whilst for managers 10, peers 6 and team only 4 were significant, though all were positive. In line with affective primacy theory, structural equation modelling revealed performance was rated higher by non-manager colleagues when employees exhibited traits associated with positive interpersonal interactions. Originality/value There are very few studies using multi-source ratings to explore the consequences of EI on a manager’s team and peers.

scholarly journals Relationship between Ability-Based Emotional Intelligence, Cognitive Intelligence, and Job Performance

2019 ◽  
Vol 11 (8) ◽  
pp. 2299
Author(s):  
Nhu Ngoc Nguyen ◽  
Phong Tuan Nham ◽  
Yoshi Takahashi
Keyword(s):  
Emotional Intelligence ◽  
Emotion Regulation ◽  
Job Performance ◽  
Cascade Model ◽  
Emotional Understanding ◽  
Cognitive Intelligence ◽  
Advantages And Disadvantages ◽  
Downstream Effects ◽  
The Relationship ◽  
Positive Effect

Based on previous findings, which found that the three facets of ability-based emotional intelligence (EI) have varying effects on job performance, this study investigates the relationship between emotional intelligence, cognitive intelligence (CI), and job performance. The use of a cascade model suggests a progressive pattern, starting from emotion perception, followed by emotional understanding and emotion regulation, with downstream effects on job performance. Considering the advantages and disadvantages of both measurements, we employed the performance-based ability measurement, the Mayer–Salovey–Caruso Emotional Intelligence Test (MSCEIT) and the self-reporting ability EI measurement, Wong Law Emotional Intelligence Scale (WLEIS). Our findings supported the cascade model, but in the case of WLEIS measures, both self-emotion appraisal and others’ emotion appraisal precede emotion regulation, leading to a positive effect on job performance. Moreover, CI moderated the relationship between EI and job performance, such that a decline in CI rendered the relationship more positive. The MSCEIT and WLEIS showed similar results, thus supporting the cascading model and moderating effects.

scholarly journals How Does the Emotional Intelligence of Project Managers Affect Employees’ Innovative Behaviors and Job Performance? The Moderating Role of Social Network Structure Hole

SAGE Open ◽  
2020 ◽  
Vol 10 (4) ◽  
pp. 215824402096938
Author(s):  
Handong Tang ◽  
Ge Wang ◽  
Junwei Zheng ◽  
Lan Luo ◽  
Guangdong Wu
Keyword(s):  
Emotional Intelligence ◽  
Social Network ◽  
Job Performance ◽  
Network Structure ◽  
Construction Project ◽  
Project Managers ◽  
Innovative Behavior ◽  
Structural Holes ◽  
Social Network Structure ◽  
The Relationship

This study applies affective events theory (AET) and resource dependence theory to introduce the moderating variable social network structure hole; a theoretical model is applied to better understand construction project managers’ emotional intelligence (EI), the innovative behavior of employees, and job performance. A questionnaire survey was conducted with Chinese construction project managers and their employees, with 169 valid questionnaires analyzed using structural equation modeling. The results show that (a) managers with high EI have more potential to make use of structural holes; (b) managers with high EI can stimulate employees’ innovative behavior, thus improving employees’ job performance; (c) structural holes can enhance the relationship between managers’ EI and employees’ innovative behavior and strengthen the relationship between EI and employees’ job performance. Using the lens of AET, this study examines the influencing path of managers’ EI on employees’ job performance from two aspects: emotion-driven behavior and judgment-driven behavior. The study also discusses the moderating mechanism of social network structure hole. The conclusion may help project managers better understand and make use of the influence of social network structure holes.

scholarly journals FEATURES OF ADAPTABILITY AND EMOTIONAL INTELLIGENCE RATIO

2021 ◽  
pp. 79-89
Author(s):  
Nataliia Podolyak
Keyword(s):  
Emotional Intelligence ◽  
Individual Differences ◽  
Empirical Study ◽  
Interpersonal Interaction ◽  
Low Level ◽  
High Level ◽  
The Relationship ◽  
Different Levels

Abstract. The article presents the results of an empirical study of the ratio of emotional intelligence and adaptability. Theoretical and empirical study of the problem revealed that emotional intelligence, which ensures the success of interpersonal interaction, can be considered as one of the indicators of adaptability and is an important property that ensures the success of adaptation. Emotional intelligence indicators have been found to be closely related to adaptive indicators, and these properties reinforce each other. The empirical part of the study was to study the relationship between indicators of emotional intelligence and indicators of personality adaptability, to identify the specifics of emotional intelligence in people with different levels of adaptability. An empirical study using valid and reliable psychodiagnostic tools revealed that there are individual differences in the manifestations of emotional intelligence in people with different levels of adaptability. The aces and profiles method found that there are differences in the manifestations of emotional intelligence in groups of people with different levels of adaptability. It is empirically established that a group of people with a high level of adaptability is generally characterized by a high level of emotional intelligence, while a group of people with a low level of adaptability demonstrates a low level of emotional intelligence. The use of the method of ranking indicators made it possible to establish the most significant manifestations of emotional intelligence in relation to adaptability. In general, the results of the study indicate that the phenomena studied function in a single phenomenological space and mutually reinforce each other.

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