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Self-managing employees’ Emotional Intelligence to engage in Innovative Work Behavior

Capannolo, G. (2020) Self-managing employees’ Emotional Intelligence to engage in Innovative Work Behavior.

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Abstract:We know that the Emotional Intelligence (EI) of leaders and supervisors can have a great impact on employees' innovative work behavior (IWB). Furthermore, some employees thanks to their own EI can engage in IWB. However, we don't know how employees without a leader or supervisor (i.e. self-managing employees) use their EI to engage in the different phases of the IWB (i.e. Idea Generation, Idea Promotion and Idea Realization). Consequently, the purpose of this paper is to understand how this happens and the theoretical reasons for this. Furthermore, the way in which the self-management skills of these employees intervenes in the relationship between EI and IWB will be analyzed. Using a mixed approach, in a high-tech consultancy company (TMC), we analyzed 78 questionnaires of their self-managing employees, and interviewed 5 employees, also self-managing. We found that self-managing employees use their EI personal competencies to engage in Idea Generation and Promotion phases. To make up for the lack of a leader, their self-leadership appears to play the role of mediator in this relationship. Furthermore, we found that they use their EI social competencies in all three phases of the IWB, in different ways depending on their interlocutor (i.e. customers, managers or colleagues). Finally, a positive relationship was found between the self-managing employees' EI and the empowerment of the team they are part of. The results provide practical information for HRM practictioners who aim to build innovative behavior in a self-managed context, leveraging the soft skills of the employees' emotional sphere.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
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