Emotional intelligence and work engagement among bank workers: moderated mediation model of ethical leadership and job burnout

PurposeThis study aims to explore the relative importance of the subdimensions of total rewards satisfaction in predicting research and development (R&D) employee creativity. In addition, the study examines the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement and the moderating role of challenge-related work stress in the first stage.Design/methodology/approachA two-wave design was used, in which total rewards satisfaction and challenge-related work stress were measured in the first wave. Work engagement and creativity were measured in the second wave. Dominance analysis and the latent moderated mediation model were used for the data analyses.FindingsThe analyses show that nonfinancial rewards satisfaction completely dominates indirect and direct financial rewards satisfaction when predicting creativity. Indirect financial rewards satisfaction completely dominates direct financial rewards satisfaction when predicting creativity. Work engagement mediates the relationships between the subdimensions of total rewards satisfaction and creativity. Challenge-related work stress moderates the relationships between the subdimensions of total rewards satisfaction and work engagement and the indirect effects of the subdimensions of total rewards satisfaction on creativity via work engagement.Practical implicationsThe results imply that managers should set challenge demands for R&D employees and try to improve their total rewards satisfaction, especially their nonfinancial and indirect financial rewards satisfaction, for them to be more creative.Originality/valueThis empirical study contributes to the literature by comparing the relative importance of the different dimensions of total rewards satisfaction in predicting creativity. The study also clarifies how (through work engagement) and when (based on challenge-related work stress) the subdimensions of total rewards satisfaction are positively related to R&D employees' creativity.

Download Full-text

Can employee workplace mindfulness counteract the indirect effects of customer incivility on proactive service performance through work engagement? A moderated mediation model

Journal of Hospitality Marketing & Management ◽

10.1080/19368623.2020.1725954 ◽

2020 ◽

Vol 29 (7) ◽

pp. 812-829 ◽

Cited By ~ 3

Author(s):

Jichul Jang ◽

WooMi Jo ◽

Jinok Susanna Kim

Keyword(s):

Work Engagement ◽

Indirect Effects ◽

Moderated Mediation ◽

Service Performance ◽

Mediation Model ◽

Moderated Mediation Model

Download Full-text

Ethical Leadership and Knowledge Hiding: A Moderated Mediation Model of Psychological Safety and Mastery Climate

Journal of Business Ethics ◽

10.1007/s10551-018-4027-7 ◽

2018 ◽

Vol 166 (3) ◽

pp. 461-472 ◽

Cited By ~ 6

Author(s):

Chenghao Men ◽

Patrick S. W. Fong ◽

Weiwei Huo ◽

Jing Zhong ◽

Ruiqian Jia ◽

...

Keyword(s):

Ethical Leadership ◽

Psychological Safety ◽

Moderated Mediation ◽

Mediation Model ◽

Moderated Mediation Model ◽

Knowledge Hiding

Download Full-text

Ethical leadership, frustration, and humor: a moderated-mediation model

Leadership & Organization Development Journal ◽

10.1108/lodj-02-2018-0083 ◽

2018 ◽

Vol 39 (5) ◽

pp. 665-678 ◽

Cited By ~ 1

Author(s):

Matthew Valle ◽

Micki Kacmar ◽

Martha Andrews

Keyword(s):

Ethical Leadership ◽

Affective Commitment ◽

Positive Mood ◽

Moderated Mediation ◽

Mediating Effect ◽

Mediation Model ◽

Surface Acting ◽

Content Type ◽

Moderated Mediation Model ◽

The Relationship

Purpose The purpose of this paper is to examine the effects of ethical leadership on surface acting, positive mood and affective commitment via the mediating effect of employee frustration. The authors also explored the moderating role of humor on the relationship between ethical leadership and frustration as well as its moderating effect on the mediational chain. Design/methodology/approach Data were collected in two separate surveys from 156 individuals working fulltime; data collections were separated by six weeks to reduce common method variance. The measurement model was confirmed before the authors tested the moderated mediation model. Findings Ethical leadership was negatively related to employee frustration, and frustration mediated the relationships between ethical leadership and surface acting and positive mood but not affective commitment. Humor moderated the relationship between ethical leadership and frustration such that when humor was low, the relationship was stronger. Research limitations/implications Interestingly, the authors failed to find a significant effect for any of the relationships between ethical leadership and affective commitment. Ethical leaders can enhance positive mood and reduce surface acting among employees by reducing frustration. Humor may be more important under conditions of unethical leadership but may be distracting under ethical leadership. Originality/value This study demonstrates how frustration acts as a mediator and humor serves as a moderator in the unethical behavior-outcomes relationship.

Download Full-text