The Effect of Leaders' and Subordinates' Emotional Intelligence and the Effect of their Similarity of Emotional Intelligence on Leader-Member Exchange Quality

A quantitative research study was conducted to examine the effect of leaders' and subordinates' emotional intelligence as well as their similarity of emotional intelligence on Leader-Member Exchange (LMX) quality. Previous research has established the relationship between similarity and LMX and also between emotional intelligence and LMX. This study attempts to further link these three concepts, analyzing emotional intelligence at the subdimension level. Data was collected from two samples including subordinates and their corresponding supervisors. Subordinates completed the Wong and Law Emotional Intelligence Scale (WLEIS) and the Leader-Member Exchange instrument (LMX-7) whereas supervisors only completed the WLEIS. The results suggest that leaders' and subordinates' self-emotion appraisal predicts LMX. Only subordinates' other-emotion appraisal, use of emotions, and regulation of emotions predicted LMX. Similarity of self-emotion appraisal, use of emotions, and regulation of emotions predicted LMX but not similarity of other-emotions appraisal. Results also suggest that similarity of emotional intelligence between leaders and subordinates, whether high or low emotional intelligence, tends to lead to high LMX whereas dissimilarity tends to result in lower LMX. Results underline the benefit of training both supervisors and subordinates on emotional intelligence. In instances of poor performance or job dissatisfaction, organizations may need to examine the fit between supervisors and subordinates on emotional intelligence, and recognize individual differences. Finally, business psychologists should take into consideration the role of emotional intelligence in interpersonal relationship quality in their resolution techniques.