nach oben

Journal of Business and Psychology

Erschienen in:

01.12.2010

The Joint Influence of Supervisor and Subordinate Emotional Intelligence on Leader–Member Exchange

verfasst von: Greg J. Sears, Camilla M. Holmvall

Erschienen in: Journal of Business and Psychology | Ausgabe 4/2010

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

Abstract

Purpose

The purpose of this study was to investigate the relationship between supervisor and subordinate levels of emotional intelligence (EI) and leader–member exchange (LMX). Drawing on the similarity-attraction paradigm and behavioral integration theory, we propose that supervisor–subordinate EI similarity will play a prominent role in LMX development.

Design/methodology/approach

Measures of EI and demographic and personality control variables (conscientiousness and core self-evaluations) were collected from senior public service executives and their direct subordinates (N = 37 dyads). Subordinates also completed a measure assessing their perceptions of LMX.

Findings

Results of both hierarchical moderated multiple regression and difference score analyses showed that supervisor–subordinate EI similarity was significantly associated with LMX.

Implications

Our results temper recent findings supporting direct effects of EI on various workplace outcomes, and reinforce a dyadic approach to studying individual difference variables in LMX development. These results also suggest that HR initiatives designed to develop EI should target both employees and their managers to successfully cultivate LMX in the organization.

Originality/value

This is one of the first studies to examine EI in relation to LMX, and in particular, the joint influence of supervisor and subordinate EI on LMX.

Vorheriger Artikel Work Status Congruence’s Relation to Employee Attitudes and Behaviors: The Moderating Role of Procedural Justice

Nächster Artikel Emotional Exhaustion Among Employees Without Social or Client Contact: The Key Role of Nonstandard Work Schedules

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Jetzt informieren

Recently, “social intelligence,” a construct reflecting “one’s ability to get along with others while winning their cooperation” (Albrecht 2005, p. 13), has been gaining attention in the popular press (e.g., Albrecht 2005; Goleman 2006). While the roots of social intelligence date back to Thorndike (1920), this construct has attracted limited empirical research attention. Given some ambiguity in the literature regarding the relation between EI and social intelligence (e.g., Davies et al. 1998; Landy 2005) and their relative effects on leadership (Riggio et al. 2002), we encourage future studies to explore the dimensional structure of social intelligence and its discriminant validity relative to EI.

Consistent with previous studies (e.g., Bernerth et al. 2008; Green et al. 1996), supervisor–subordinate differences on gender, age, and education were measured by calculating an index of the absolute differences between supervisor and subordinate scores on these variables.

Difference scores for core self-evaluations and conscientiousness were calculated in the same manner as EI (i.e., using the square root of the sum of squared differences of supervisor and subordinate responses to these scale items).

These analyses indicated that neither supervisor–subordinate differences on CSE (r = .05, p > .10) nor conscientiousness (r = −.05, p > .10) were significantly associated with LMX.

Given the demonstrated difficulty in detecting interaction effects in field studies (McClelland and Judd 1993) and the theoretical rationale underlying the precise pattern of the hypothesized interaction, we used one-tailed tests to evaluate the simple effects in the current study.

A similar picture emerges when examining the simple effect of subordinate EI at high and low levels of supervisor EI. There is a significant positive effect (b = .71, p < .05, one-tailed) of subordinate EI at high levels of supervisor EI. Moreover, although the simple effect of subordinate EI at low supervisor EI is not significant (b = −.57, p = .06, one-tailed), it is in the hypothesized direction.

Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Newbury Park, CA: Sage.

Albrecht, K. (2005). Social intelligence: The new science of success. San Francisco, CA: Jossey-Bass.

Allinson, C. W., Armstrong, S. J., & Hayes, J. (2001). The effects of cognitive style on leader-member exchange: A study of manager-subordinate dyads. Journal of Occupational and Organizational Psychology, 72, 201–220.CrossRef

Ashkanasy, N. M., & Daus, C. S. (2005). Rumors of the death of emotional intelligence in organizational behavior are vastly exaggerated. Journal of Organizational Behavior, 26, 441–452.CrossRef

Ashkanasy, N. M., & O’Connor, C. (1997). Value congruence in leader-member exchange. Journal of Social Psychology, 137, 647–662.CrossRef

Austin, E. J., Dore, T. C. P., & O’Donovan, K. M. (2008). Associations of personality and emotional intelligence with display rule perceptions and emotional labour. Personality and Individual Differences, 44, 679–688.CrossRef

Barrick, M. R., & Mount, M. K. (1991). The big five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44, 1–26.CrossRef

Barrick, M. R., Mount, M. K., & Strauss, J. P. (1993). Conscientiousness and performance of sales representatives: Testing of mediating effects of goal setting. Journal of Applied Psychology, 78, 111–118.CrossRef

Bauer, T. N., & Green, S. B. (1996). Development of leader-member exchange: A longitudinal test. Academy of Management Journal, 39, 1538–1567.CrossRef

Bernerth, J. B., Armenakis, A. A., Field, H. S., Giles, W. F., & Walker, H. J. (2007). Is personality associated with perceptions of LMX? An empirical study. Leadership and Organization Development Journal, 28, 613–631.CrossRef

Bernerth, J. B., Armenakis, A. A., Field, H. S., Giles, W. F., & Walker, H. J. (2008). The influence of personality differences between subordinates and supervisors on perceptions of LMX. Group and Organization Management, 33, 26–40.CrossRef

Blau, P. M. (1964). Exchange and power in social life. New York, NY: Wiley.

Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multi-level theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 349–381). San Francisco, CA: Jossey-Bass.

Byrne, D. (1971). The attraction paradigm. New York: Academic Press.

Carmeli, A. (2003). The relationship between emotional intelligence, and work attitudes, behavior, and outcomes. Journal of Managerial Psychology, 18, 788–813.CrossRef

Carmeli, A., & Josman, Z. E. (2006). The relationship among emotional intelligence, task performance, and organizational citizenship behaviors. Human Performance, 19, 403–419.CrossRef

Carmeli, A., Yitzhak-Halevy, M., & Weisberg, J. (2009). The relationship between emotional intelligence and psychological well-being. Journal of Managerial Psychology, 24, 66–78.CrossRef

Caruso, D. R., Mayer, J. D., & Salovey, P. (2002). Relation of an ability measure of emotional intelligence to personality. Journal of Personality Assessment, 79, 306–320.CrossRefPubMed

Conte, J. M. (2005). A review and critique of emotional intelligence measures. Journal of Organizational Behavior, 26, 433–444.CrossRef

Costa, P. T., Jr., & McCrae, R. R. (1992). NEO-PI-R Professional manual. Odessa, Fl: Psychological Assessment Resources.

Dansereau, F., Jr., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13, 46–78.CrossRef

Dasborough, M. T., & Ashkanasy, N. M. (2002). Emotion and attribution of intentionality in leader–member relationships. Leadership Quarterly, 13, 615–634.CrossRef

Davies, D., Stankov, L., & Roberts, R. D. (1998). Emotional intelligence: In search of an elusive construct. Journal of Personality and Social Psychology, 75, 989–1015.CrossRefPubMed

Deluga, R. J. (1998). Leader-member exchange quality and effectiveness ratings: The role of subordinate–supervisor conscientiousness similarity. Group and Organization Management, 23(2), 189–216.CrossRef

Dienesch, R. M., & Liden, R. C. (1986). Leader-member exchange model of leadership: A critique and further development. Academy of Management Review, 11, 618–634.CrossRef

Edwards, J. R. (1994). Regression analysis as an alternative to difference scores. Journal of Management, 20, 683–689.CrossRef

Engle, E. M., & Lord, R. G. (1997). Implicit theories, self-schemas, and leader-member exchange. Academy of Management Journal, 40, 988–1010.CrossRef

Erez, A., & Judge, T. A. (2001). Relationship of core self-evaluations to goal-setting, motivation, and performance. Journal of Applied Psychology, 86, 1270–1279.CrossRefPubMed

Evans, M. G. (1985). A Monte Carlo study of the effects of correlated method variance in moderated multiple regression analysis. Organizational Behavior and Human Decision Processes, 36, 305–323.CrossRef

Fiori, M. (2009). A new look at emotional intelligence: A dual-process framework. Personality and Social Psychology Review, 13, 21–44.CrossRefPubMed

Gardner, W. L., Fischer, D., & Hunt, J. G. (2009). Emotional labor and leadership: A threat to authenticity? Leadership Quarterly, 20, 466–482.CrossRef

George, J. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53, 1027–1055.CrossRef

Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader-member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82, 827–844.CrossRef

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ. New York, NY: Bantam.

Goleman, D. (1998). Working with emotional intelligence. New York, NY: Bantam.

Goleman, D. (2006). Social intelligence: The new science of social relationships. New York, NY: Bantam.

Graen, G. B. (2003). Interpersonal workplace theory at the crossroads: LMX and transformational theory as special case of role making in work organizations. In G. Graen (Ed.), LMX leadership: The series (pp. 145–182). Greenwich, CT: Information Age Publishing.

Graen, G. B., & Cashman, J. (1975). A role-making model of leadership in formal organizations: A developmental approach. In J. G. Hunt & L. Larson (Eds.), Leadership frontiers (pp. 143–165). Kent, OH: Comparative Administration Research Institute, Kent State University.

Graen, G. B., Novak, M. A., & Sommerkamp, P. (1982). The effects of leader-member exchange and job design on productivity and satisfaction: Testing a dual attachment model. Organizational Behavior and Human Performance, 30, 109–131.CrossRef

Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. In L. L. Cummings & B. M. Staw (Eds.), Research in organizational behavior (Vol. 9, pp. 175–208). Greenwich, CT: JAI Press.

Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6, 219–247.CrossRef

Green, S. G., Anderson, S. E., & Shivers, S. L. (1996). Demographic and organizational influences on leader-member exchange and related work attitudes. Organizational Behavior and Human Decision Processes, 66, 203–214.CrossRef

Hambrick, D. C. (1994). Top management groups: A conceptual integration and reconsideration of the “team” label. In B. M. Staw & L. L. Cummings (Eds.), Research in organizational behavior (Vol. 16, pp. 171–213). Greenwich, CT: JAI Press.

Johns, G. (1981). Difference score measures of organizational behavior variables: A critique. Organizational Behavior and Human Performance, 27, 443–463.CrossRef

Johnson, R. E., Rosen, C. C., & Levy, P. E. (2008). Getting to the core of core self-evaluation: A review and recommendations. Journal of Organizational Behavior, 29, 391–413.CrossRef

Judge, T. A. (2009). Core self-evaluations and work success. Current Directions in Psychological Science, 18, 58–62.CrossRef

Judge, T. A., Erez, A., & Bono, J. E. (1998). The power of being positive: The relation between positive self-concept and job performance. Human Performance, 11, 167–187.CrossRef

Judge, T. A., Erez, A., Bono, J. E., & Thoresen, C. J. (2003). The core self-evaluations scale: Development of a measure. Personnel Psychology, 56, 303–331.CrossRef

Judge, T. A., & Ilies, R. (2002). Relationship of personality to performance motivation: A meta-analytic review. Journal of Applied Psychology, 87, 797–807.CrossRefPubMed

Judge, T. A., Van Vianen, A. E., & De Pater, I. E. (2004). Emotional stability, core self-evaluations, and job outcomes: A review of the evidence and an agenda for future research. Human Performance, 17, 325–346.CrossRef

Kahn, R. L., Wolfe, D. M., Quinn, R. P., Snoek, J. D., & Rosenthal, R. A. (1964). Organizational stress. New York, NY: Wiley.

Kellett, J. B., Humphrey, R. H., & Sleeth, R. G. (2006). Empathy and the emergence of task and relations leaders. Leadership Quarterly, 17, 146–162.CrossRef

Kluemper, D. H. (2008). Trait emotional intelligence: The impact of core self-evaluations and social desirability. Personality and Individual Differences, 44, 1402–1412.CrossRef

Landry, G., & Vandenberghe, C. (2009). Role of commitment to the supervisor, leader-member exchange, and supervisor-based self-esteem in employee-supervisor conflicts. Journal of Social Psychology, 149, 5–28.CrossRefPubMed

Landy, F. J. (2005). Some historical and scientific issues related to research on emotional intelligence. Journal of Organizational Behavior, 26, 411–424.CrossRef

Law, K. S., Wong, C.-S., & Song, L. J. (2004). The construct and criterion validity of emotional intelligence and its potential utility for management studies. Journal of Applied Psychology, 89, 483–496.CrossRefPubMed

Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader-member exchange: An empirical assessment through scale development. Journal of Management, 24, 43–72.CrossRef

Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader-member exchange theory: The past and potential for the future. In G. Ferris (Ed.), Research in personnel and human resources management (Vol. 16, pp. 47–119). Greenwich, CT: JAI Press.

Liden, R. C., Wayne, S. J., & Stilwell, D. (1993). A longitudinal study on the early development of leader-member exchanges. Journal of Applied Psychology, 78, 662–674.CrossRef

Lopes, P. N., Brackett, M. A., Nezlek, J. B., Schütz, A., Sellin, I., & Salovey, P. (2004). Emotional intelligence and social interaction. Personality and Social Psychology Bulletin, 30, 1018–1034.CrossRefPubMed

Lopes, P. N., Salovey, P., Cote, S., & Beers, M. (2005). Emotion regulation abilities and the quality of social interaction. Emotion, 5, 113–118.CrossRefPubMed

Lopes, P. N., Salovey, P., & Straus, R. (2003). Emotional intelligence, personality, and the perceived quality of social relationships. Personality and Individual Differences, 35, 641–658.CrossRef

Lord, R. G., Brown, D. J., & Freiberg, S. J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes, 78, 167–203.CrossRefPubMed

Martin, R., Thomas, G., Charles, K., Epitropaki, O., & McNamara, R. (2005). The role of leader-member exchanges in mediating the relationship between locus of control and work reactions. Journal of Occupational and Organizational Psychology, 78, 141–147.CrossRef

Mayer, J. D., Roberts, R. D., & Barsade, S. G. (2008). Human abilities: Emotional intelligence. Annual Review of Psychology, 59, 507–536.CrossRefPubMed

Mayer, J. D., & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. Sluyter (Eds.), Emotional development and emotional intelligence: Implications for educators (pp. 3–31). New York, NY: Basic Books.

Mayer, J. D., Salovey, P., & Caruso, D. (2000). Models of emotional intelligence. In R. J. Sternberg (Ed.), The handbook of intelligence (pp. 396–420). New York, NY: Cambridge University Press.

McClelland, G. H., & Judd, C. M. (1993). Statistical difficulties of detecting interaction and moderator effects. Psychological Bulletin, 114, 376–390.CrossRefPubMed

Motowidlo, S. J., Borman, W. C., & Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10, 71–83.CrossRef

Mount, M. K., & Barrick, M. R. (1995). The big five personality dimensions: Implications for research and practice in human resources management. In K. M. Rowland & G. Ferris (Eds.), Research in personnel and human resources management (Vol. 13, pp. 153–200). Greenwich, CT: JAI Press.

Murphy, S. E., & Ensher, E. A. (1999). The effects of leader and subordinate characteristics in the development of leader-member exchange quality. Journal of Applied Social Psychology, 29, 1371–1394.CrossRef

Newcombe, M. J., & Ashkanasy, N. M. (2002). The role of affect and affective congruence in perceptions of leaders: An experimental study. Leadership Quarterly, 13, 601–614.CrossRef

Offermann, L. R., Bailey, J. R., Vasilopolous, N. L., Seal, C., & Sass, M. (2004). The relative contribution of emotional competence and cognitive ability to individual and team performance. Human Performance, 17, 219–243.CrossRef

Riggio, R. E., Murphy, S. E., & Pirozzolo, F. J. (2002). Multiple intelligences and leadership. Mahwah, NJ: Erlbaum.

Riggio, R. E., & Reichard, R. J. (2008). The emotional and social intelligences of effective leadership. Journal of Managerial Psychology, 23, 169–185.CrossRef

Roberts, B. W., Chernyshenko, O., Stark, S., & Goldberg, L. (2005). The structure of conscientiousness: An empirical investigation based on seven major personality questionnaires. Personnel Psychology, 58, 103–139.CrossRef

Schaubroeck, J., & Lam, S. S. K. (2002). How similarity to peers and supervisor influences organizational advancement in different cultures. Academy of Management Journal, 45, 1120–1136.CrossRef

Snyder, R. A., & Bruning, N. S. (1986). Quality of vertical dyad linkages: Congruence of supervisor and subordinate competence and role stress as explanatory variables. Group and Organization Studies, 10, 81–94.CrossRef

Sy, T., Tram, S., & O’Hara, L. A. (2006). Relation of employee and manager emotional intelligence to job satisfaction and performance. Journal of Vocational Behavior, 68, 461–473.CrossRef

Thorndike, E. L. (1920). Intelligence and its uses. Harper’s Magazine, 140, 227–235.

Tisak, J., & Smith, C. S. (1994). Defending and extending difference score methods. Journal of Management, 20, 675–682.CrossRef

Uhl-Bien, M., Graen, G. B., & Scandura, T. A. (2000). Implications of leader-member exchange (LMX) for strategic human resource management systems: Relationships as social capital for competitive advantage. In G. Ferris (Ed.), Research in personnel and human resources management (Vol. 18, pp. 137–185). Greenwich, CT: JAI Press.

Van Rooy, D. L., & Viswesvaran, C. (2004). Emotional intelligence: A meta-analytic investigation of predictive validity and nomological net. Journal of Vocational Behavior, 65, 71–95.CrossRef

Vecchio, R. P. (1998). Leader-member exchange, objective performance, employment duration, and supervisor ratings: Testing for moderation and mediation. Journal of Business and Psychology, 12, 327–341.CrossRef

Witt, L. A., & Ferris, G. R. (2003). Social skills as a moderator of the conscientiousness–performance relationship. Convergent results across four studies. Journal of Applied Psychology, 88, 809–820.CrossRefPubMed

Wong, C.-S., & Law, K. (2002). The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. Leadership Quarterly, 13, 243–274.CrossRef

Zeidner, M., Matthews, G., & Roberts, R. D. (2004). Emotional intelligence in the workplace: A critical review. Applied Psychology: An International Review, 53, 371–399.CrossRef

Titel: The Joint Influence of Supervisor and Subordinate Emotional Intelligence on Leader–Member Exchange
verfasst von: Greg J. Sears
Camilla M. Holmvall
Publikationsdatum: 01.12.2010
Verlag: Springer US
Erschienen in: Journal of Business and Psychology / Ausgabe 4/2010
Print ISSN: 0889-3268
Elektronische ISSN: 1573-353X
DOI: https://doi.org/10.1007/s10869-009-9152-y

Springer Professional

Abstract

Purpose

Design/methodology/approach

Findings

Implications

Originality/value

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Weitere Artikel der Ausgabe 4/2010

Perceptions of Human Capital Measures: From Corporate Executives and Investors

Emotional Exhaustion Among Employees Without Social or Client Contact: The Key Role of Nonstandard Work Schedules

A General Structure of Job Performance: Evidence from Two Studies

The Mediating Role of Psychological Empowerment on the Relationships between P–O Fit, Job Satisfaction, and In-role Performance

Psychological Contracts and Counterproductive Work Behaviors: Employee Responses to Transactional and Relational Breach

Polynomial Regression with Response Surface Analysis: A Powerful Approach for Examining Moderation and Overcoming Limitations of Difference Scores

Premium Partner