The influence of emotional intelligence on job performance: Moderating effects of leadership

Yao, YH; Wang, RT; Wang, KY

The influence of emotional intelligence on job performance: Moderating effects of leadership

Yao, YH Wang, RT Wang, KY

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Publication Type:: Conference Proceeding
Citation:: 2009 International Conference on Management Science and Engineering - 16th Annual Conference Proceedings, ICMSE 2009, 2009, pp. 1155 - 1160
Issue Date:: 2009-12-24

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Field	Value	Language
dc.contributor.author	Yao, YH	en_US
dc.contributor.author	Wang, RT	en_US
dc.contributor.author	Wang, KY https://orcid.org/0000-0001-5656-2617	en_US
dc.date.issued	2009-12-24	en_US
dc.identifier.citation	2009 International Conference on Management Science and Engineering - 16th Annual Conference Proceedings, ICMSE 2009, 2009, pp. 1155 - 1160	en_US
dc.identifier.isbn	9781424439706	en_US
dc.identifier.uri	http://hdl.handle.net/10453/11455
dc.description.abstract	Theory suggests that individuals who are higher in emotional intelligence are likely to exhibit a higher level of performance. This paper studies the influence of emotional intelligence on job performance, task performance and contextual performance, and explores the moderating effects of leadership. The research results show that the emotional intelligence has a significant positive correlation with job performance, task performance and contextual performance respectively, and emotional intelligence has stronger effects on contextual performance than task performance. In addition, transactional leadership has no moderating effect on emotional intelligence-job performance relationship, and transformational leadership only moderates the relationship between emotional intelligence and contextual performance. Specifically, the relationship is stronger when the level of transformational leadership is low, which partly supports our hypothesis. ©2009 IEEE.	en_US
dc.relation.ispartof	2009 International Conference on Management Science and Engineering - 16th Annual Conference Proceedings, ICMSE 2009	en_US
dc.relation.isbasedon	10.1109/ICMSE.2009.5318156	en_US
dc.title	The influence of emotional intelligence on job performance: Moderating effects of leadership	en_US
dc.type	Conference Proceeding
utslib.for	150312 Organisational Planning and Management	en_US
dc.location.activity	Moscow	en_US
dc.location.activity	Moscow, RUSSIA
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.publication-status	Published	en_US

Abstract:

Theory suggests that individuals who are higher in emotional intelligence are likely to exhibit a higher level of performance. This paper studies the influence of emotional intelligence on job performance, task performance and contextual performance, and explores the moderating effects of leadership. The research results show that the emotional intelligence has a significant positive correlation with job performance, task performance and contextual performance respectively, and emotional intelligence has stronger effects on contextual performance than task performance. In addition, transactional leadership has no moderating effect on emotional intelligence-job performance relationship, and transformational leadership only moderates the relationship between emotional intelligence and contextual performance. Specifically, the relationship is stronger when the level of transformational leadership is low, which partly supports our hypothesis. ©2009 IEEE.

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http://hdl.handle.net/10453/11455