The Research On The Influence Of Employees' Emotional Intelligence On Their Job Performance

In the current society, we often find that employees with the same education backgrounds and work skills have different levels of job performance, which indicates that non-intellectual factors affect employees'job performance significantly. With the increase of social pressure, employees with high emotional intelligence are more likely to obtain a higher level of performance. On the other hand, managers have great responsibilities to lead organizations to survive and develop in the fierce competition, so different types of leadership have great effects on employees'performance.Firstly, this paper introduced the definition and connotation of ability emotional intelligence and trait emotional intelligence spearately. In the second place, job performance was classified into task performance and contextual performance, and the differences between these two types of job performance were clarified. Then, transactional leadership and transformational leadership were defined and the characteristics of them were demonstrated. Lastly, according to the theory of emotional recognition and the theory of success, we analysed the effects of ability emotional intelligence and trait emotional intelligence on task performance and contextual performance and the moderated influences of leadership on the relationship between employees'emotional intelligence and their own job performance. The research assumptions were proposed after the theoratical analyses.Based on the above proposal, convenience sampling were used to collect research data, and series of statistical analysis approaches, such as reliability analysis, descriptive statistics, correlation analysis, multiple linear regression analysis, independent-sample T test and so on, were applied through runing SPSS statistical analysis software. According to the empirical evidences, we drew the following conclusions. In the first place, the management level had significant effects on employees'trait emotional intelligence. Secondly, there was a positive relationship between employees'trait emotioanal intelligence and their task performance, while both employees'ability emotional intelligence and trait emotional intelligence affected positively and significantly on their contextual performance. Lastly, only the transformational leadership of employees'direct manager moderated the relationship between employees'emotional intelligence and their contextual performance.In the last part of this paper, some applied implications of the results were discussed. Emotional intelligence should be adopted as one of the standards for recruitment and promotion. Some lessons or training programmes should be designed to develop employees'emotional intelligence so as to improve their job performance. Additionally, managers should take account into their subordinates'task performance and contextual performance in balance in order to maximize the employees'job performance.