Manager's Emotional Intelligence Effect On Follower's Performance

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Manager’s Emotional Intelligence Effect on Follower’s Performance Job Satisfaction. Research has shown that leaders who have high levels of emotional intelligence are able to increase the job satisfaction of their workers leading to increase performance. In a study done by Sy, Tram, and O’Hara (2006) of 187 restaurant workers, in which 62 were managers, they investigated the relationship between employees’ emotional intelligence, their manager’s emotional intelligence, employees’ job satisfaction, and performance. They discovered that a managers’ emotional intelligence created more job satisfaction for employees with low emotional intelligence than with employees with high levels of emotional intelligence. Furthermore employees with high emotional intelligence performed their jobs better (Sy, Tram, and O’Hara 2006). Similarly, in a study by Chi-Sum and Wong (2002), of 120 MBA students and government administrators they discovered that emotional intelligence has a positive correlation ith job satisfaction regardless of the nature of the job. Communication. In research article by Venus, Stam, and Knippenberg (2013), the researchers argued that leaders can express certain emotions which can inspire followers with a regulatory focus. They stated that many leader do not use emotions to persuade followers to be more receptive to goals and that this could increase followers’ performance. Regulatory focus means that when the leader expresses their goals to their followers, the
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