Journal
LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL
Volume 33, Issue 1-2, Pages 149-174Publisher
EMERALD GROUP PUBLISHING LTD
DOI: 10.1108/01437731211203465
Keywords
Emotional intelligence; Transformational leadership; Employee performance; Job satisfaction; Organizational commitment; Job stress
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Purpose - The purpose of this paper is to examine the interrelated influences of managers' emotional intelligence, leadership styles and employee outcomes. In particular, this study aims to explore the potential mediating effects of managers' transformational leadership style on the relationships between managers' emotional intelligence and employee outcomes of: employee performance, job satisfaction, organisational commitment and job stress. Design/methodology/approach - The study was conducted in two large organisations in Shanghai, China, on a sample of 323 participants, including both managers and subordinate employees. Emotional intelligence was measured by using the Wong Emotional Intelligence Scale (WETS), and leadership style, using the Multifactor Leadership Questionnaire (MLQ-5x Short). Findings - The results showed that managers' transformational leadership style fully mediates the relationship between managers' emotional intelligence and employee job satisfaction. However, no mediating effect of managers' transformational leadership style is found on the relationship between managers' emotional intelligence and employee performance, organizational commitment and job stress. Originality/value - The results of this study contribute to current insights about the interrelationships on managers' emotional intelligence, leadership style and employee outcomes, showing that the power of managers' emotional intelligence on job satisfaction must be expressed through a third mediating variable, transformational leadership.
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