How Managers’ Emotional Intelligence Impacts Employees’ Satisfaction and Commitment: A Structural Equation Model

2013 ◽  
Author(s):  
Kerry S. Webb
2016 ◽  
Vol 44 (5) ◽  
pp. 853-864 ◽  
Author(s):  
Yefei Wang ◽  
Guangrong Xie ◽  
Xilong Cui

We examined the impacts of emotional intelligence and self-leadership on coping with stress, and assessing the mediating roles that positive affect and self-efficacy play in this process. Participants were 575 students at 2 Chinese universities, who completed measures of coping with stress, self-leadership, emotional intelligence, self-efficacy, and positive affect. The structural equation model analysis results indicated that self-efficacy fully mediated the relationship between emotional intelligence and active coping, as we had predicted. Further, self-leadership had a direct effect on active coping. However, positive affect and self-efficacy did not mediate the relationship between self-leadership and coping with stress. Implications are discussed in terms of theoretical contributions and interventions for coping with stress.


2017 ◽  
Vol 19 (6) ◽  
pp. 1713-1726 ◽  
Author(s):  
Iraida Delhom ◽  
Margarita Gutierrez ◽  
Teresa Mayordomo ◽  
Juan Carlos Melendez

Author(s):  
Félix Zurita-Ortega ◽  
Eva María Olmedo-Moreno ◽  
Ramón Chacón-Cuberos ◽  
Jorge Expósito López ◽  
Asunción Martínez-Martínez

This study uses an explanatory model of the dimensions of leadership and emotional intelligence according to the methods used in particular teaching environments (universities and other educational institutions). The effect of different kinds of leadership on emotional intelligence dimensions is also established using an explanatory model. A total of 954 teachers participated in this cross-sectional study, teaching in 137 different schools/universities. The instruments used for the data collection were the Multifactor Leadership Questionnaire (MLQ-5) and the Trait Meta Mood Scale (TMMS-24). Data analysis was performed with the software IBM AMOS 23.0. (International Business Machines Corporation, Armonk, NY, USA) using multi-group analysis and structural equations. Results showed that the structural equation model had a good fit. Transformational leadership depends mainly on intellectual stimulation in university teachers, whereas intrinsic motivation is more relevant at the lower educational levels. In relation to transactional leadership, contingency reward has a greater regression weight in non-university education, whereas passive leadership is governed more by passive exception in university teachers. There was a positive and direct relationship between levels of emotional intelligence and transformational leadership in non-university teachers, which reveals the need for effective understanding and management of both one’s own and students’ emotions in order to act effectively as a leader. Transactional leadership was negatively related to some emotional intelligence dimensions, given the relevance of obtaining power in this dimension.


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