The Impact Of Emotional Intelligence Of Employees And Their Managers On The Job Performance Of Employees

IntroductionIn the previous time, researchers carried out researches on the influence on employees'job performance from such perspectives such as personality, intelligence, etc. As Mayer proved that emotional intelligence meets with the standards of intelligence theoretically and empirically, many researchers start to research on the relationship between emotional intelligence and job performance. Instead of being limited to the extent of previous research, this paper studies the impact of emotional intelligence of employees and their manager on employees'job performance and explores the internal mechanism of emotional intelligence of manageres on employees'job performance in a creative way.MethodConducting the research with one manager and three employees as pairs in thirty manufacturing enterprises mainly from Dongguan city, Tianjin city and Chengdu city etc, 218 managers completed questionnaires about their emotional intelligence and chose three subordinates and appraised their task performance, and 640 employees completed questionnaires about their emotional intelligence, leader-member exchange and their contextual performance.ResultsThe results indicated that the employees'emotional intelligence and the manager's emotional intelligence correlated significantly with the employees'task performance and contextual performance(r= 0.371, p<0.01. r= 0.615, p<0.01. r=0.310, p<0.01. r= 0.304, p<0.01). When the employees and their managers'emotional intelligence are high, the employees had better job performance. Furthermore, Path analysis tested our hypothesis partly. Structural Equation Modeling suggested that leader-member exchange perceived by the employees worked partly as a mediator in the impact of emotional intelligence of manager on the contextual performance of their employees. There was little effect that the manager's emotional intelligence influenced task performance of the employees indirectly through leader-member exchange perceived by the employees. Most hypotheses were supported in this research.ConclusionsLMX was found to partially mediate the relationship between the manager's emotional intelligence and the contextual performance of employees. The results indicated that the employees'emotional intelligence and the managers'emotional intelligence impacted the employees'task performance and contextual performance positively. The research provided the companies with some advice that they should bring the emotional intelligence into the selecting as a standard, and give some training to their employees and managers to improve their emotional intelligence, and also the managers should promote the quality of leader-member exchange to increase the individual job performance and organizational performance.