What makes employees highly engaged and performing? : Leader's emotional intelligence, service climate and psychological capital.

Boerrigter, C.M.M. (2017) What makes employees highly engaged and performing? : Leader's emotional intelligence, service climate and psychological capital.

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Abstract:While scholars know a great deal about the importance of a leader’s emotional intelligence in organizational context, there is much to be learned about the factors how a leader’s emotional intelligence influences employee performance and work engagement on individual level. This exploratory study integrated COR theory, and hypothesized that a leader’s emotional intelligence set off a chain reaction of subsequent (social and personal) employee resources: an employee’s perceived service climate and an employee’s psychological capital. Non-managerial service employees of a global professional services organization in the Netherlands (N = 197) rated the emotional intelligence of their own leader as well as their perceived service climate, psychological capital, job performance and work engagement. The results supported a full three-path mediation model: a leader’s emotional intelligence was related to perceived service climate, which in turn was related to psychological capital, which ultimately influenced work engagement. Besides, a partially mediating effect is found between a leader’s EI and job performance, through service climate and psychological capital. In this study job performance and work engagement are shown to be two dependent variables. Practical implications of the findings for (professional) services firms are discussed, together with limitations and ideas for further research.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:77 psychology, 85 business administration, organizational science
Programme:Business Administration MSc (60644)
Link to this item:http://purl.utwente.nl/essays/71786
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