scholarly journals The Effects and Mechanism of Leader’s Emotional Intelligence on Team Innovation Performance

2019 ◽  
Author(s):  
Shuhong Wang ◽  
Menmei Wu ◽  
Wenyue Pan
Keyword(s):  
Emotional Intelligence ◽  
Innovation Performance ◽  
Team Innovation

The Influence Mechanism of Team Emotional Climate on Team Innovation Performance

2013 ◽  
Vol 44 (4) ◽  
pp. 546-557
Author(s):  
Xiao-Yu LIU ◽  
Jun LIU
Keyword(s):  
Innovation Performance ◽  
Emotional Climate ◽  
Team Innovation ◽  
Influence Mechanism

Emotional intelligence for board capital on technological innovation performance of high-tech enterprises

2021 ◽  
pp. 101633
Author(s):  
Huidan HUANG ◽  
Xiaosu WANG ◽  
Sudhakar Sengan ◽  
Thota Chandu
Keyword(s):  
Emotional Intelligence ◽  
Technological Innovation ◽  
Innovation Performance ◽  
High Tech ◽  
Board Capital

Does leader turnover intention hinder team innovation performance? The roles of leader self-sacrificial behavior and empathic concern

2019 ◽  
Vol 104 ◽  
pp. 261-270 ◽  
Author(s):  
Wan Jiang ◽  
Linlin Wang ◽  
Zhaofang Chu ◽  
Chundong Zheng
Keyword(s):  
Turnover Intention ◽  
Empathic Concern ◽  
Innovation Performance ◽  
Team Innovation

Emotional intelligence, conflict management styles, and innovation performance

2015 ◽  
Vol 26 (4) ◽  
pp. 450-478 ◽  
Author(s):  
Su Juan Zhang ◽  
Yong Qiang Chen ◽  
Hui Sun
Keyword(s):  
Emotional Intelligence ◽  
Conflict Management ◽  
Construction Industry ◽  
Management Strategies ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Management Styles ◽  
Conflict Management Styles ◽  
Content Type ◽  
The Relationship

Purpose – This paper aims to investigate the relationship among emotional intelligence (EI), conflict management styles (CMSs) and innovation performance, and test the mediating effects of various types of CMSs. Innovation is playing a more and more critical role in the survival and development of companies. EI is assumed to be an antecedent of employees’ innovation performance. Conflict is an inevitable phenomenon in organizations, and different CMSs have different impacts on individual performance. Design/methodology/approach – Research data were obtained from 159 employees in the construction industry in China. SPSS 19.0 was used to test and verify the hypotheses concerning the relationship among EI, CMSs and innovation performance. The authors also conducted a 500-times bootstrapping to verify the mediating roles of different CMSs. Findings – Results indicate that EI is positively and significantly associated with integrating, compromising and dominating styles, as well as innovation performance in the construction industry. In addition, the integrating style has a significantly positive relationship with innovation performance. This research also confirms the mediating effect of integrating style on the relationship between EI and innovation performance. Practical implications – The authors recommend that managers, especially in the construction industry, who are willing to maintain high levels of innovation performance of employees can provide EI training programs. In addition, to improve innovation performance, companies should provide employees with appropriate training emphasizing the importance of conflict management strategies, especially the integrating style. Originality/value – Limited research has focused on the antecedents of conflict management strategies or the relationship between EI and innovation performance. A framework integrating EI, CMSs and innovation performance is put forward and empirical evidence of the relationship between EI and employees’ innovation performance is provided. This research helps to have a better understanding of the relationship between EI and innovation performance by introducing the integrating style as a mediating variable.

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