The Influence Of Emotional Intelligence On Turnover Intention:the Intermediary Role Of Leader-Member Exchange

In the era of talent competition, attracting talents is very important to the sustainable development of the organization. Loss of talented employees will have bad impact on the competitiveness and stability of the organization. Therefore, it is a very important topic about how to reduce the higher frequency of staffs turnover in organizational behavior science and human resource management. Since the concept of emotional intelligence was raised, it has become the research focus of the effectiveness of leadership behavior during30years development:managers with higher emotional intelligence can better perceive employees’ emotional changes and monitor their own negative emotions, and thus creating high-quality interpersonal interactions with staff and producing a positive emotional experience, which helps to reduce employee turnover intention. Nowadays, some studies have discussed the emotional intelligence, leader-member exchange and turnover intention, but there are not so many empirical study about the Influence of Emotional intelligence on turnover intention. From the perspective of management psychology and with the empirical research methods, this study seeks to test managers’emotional intelligence, the relations between leader-member exchange and employee’s turnover intentions, and to explore the mechanism of the managers’ emotional intelligence on employees’ turnover intentions, and define the important role of emotional intelligence in the organization.Through an extensive literature review, this study generalize the concepts measurements structural model and related research of the emotional intelligence, leader-member exchange and turnover intention. Based on this, this study has raised the research assumption. Study on the emotional intelligence will apply Wong’s and Law’s four-dimensional concepts: emotional self-assessment, others’ emotional assessment, emotional use and emotional control. Study on the Leader-member exchange will apply Liden’s and Maslyn’s four-dimensional concepts:emotion, loyalty, contribution and professional respect. This study has used paired sampling to conduct a questionnaire survey of managers and their subordinates, that is,230managers filling out the questionnaire of managers’ emotional intelligence, and randomly selecting three direct subordinate to fill out the questionnaire of the leader-member exchange and turnover intention, thus with a total of690employees. Finally, this study got effective matching of samples with a total of214managers and616employees. Then, by means of the descriptive statistics analysis, T-test, Analysis of Variance, correlation analysis and multiple regression analysis, this study tests the relationship of managers’ emotional intelligence, leader-member exchange and employee turnover intentions; the intermediary role of leader-member exchange in managers’ emotional intelligence and employee’turnover intention. This study has found that:(1) managers’ emotional intelligence has a significantly positive effect on the leader-member exchange.(2) managers’ emotional self-assessment has a significant positive effect on the leader-member exchange.(3) managers’ others’emotional assessment has a significant positive effect on the leader-member exchange.(4)managers’ emotional control has a significant positive effect on the leader-member exchange.(5)managers’ emotional intelligence has a significantly negative impact on the employees’ turnover intentions.(6) managers’ emotional self-assessment has a significant negative effect on the leader-member exchange.(7) managers’ others’ emotional assessment has a significant negative effect on the employees’ turnover intentions.(8)managers’ emotional control has a significant negative effect on the employees’ turnover intentions.(9) leader-member exchange has a significantly negative impact on employees’ turnover intentions (10) leader-member exchange has a partially intermediary role in the relationship between managers’ emotional self-assessment and employees’ turnover intentions.(11) leader-member exchange has a partially intermediary role in the relationship between managers’ others ’emotional assessment and employees’ turnover intentions.(12) leader-member exchange has a partially intermediary role in the relationship between managers’ emotional control and employees’ turnover intentions.