How Does the Emotional Intelligence of Project Managers Affect Employees’ Innovative Behaviors and Job Performance? The Moderating Role of Social Network Structure Hole

Handong Tang,Ge Wang,Guangdong Wu,Junwei Zheng,Lan Luo

doi:10.1177/2158244020969382

Abstract

This study applies affective events theory (AET) and resource dependence theory to introduce the moderating variable social network structure hole; a theoretical model is applied to better understand construction project managers’ emotional intelligence (EI), the innovative behavior of employees, and job performance. A questionnaire survey was conducted with Chinese construction project managers and their employees, with 169 valid questionnaires analyzed using structural equation modeling. The results show that (a) managers with high EI have more potential to make use of structural holes; (b) managers with high EI can stimulate employees’ innovative behavior, thus improving employees’ job performance; (c) structural holes can enhance the relationship between managers’ EI and employees’ innovative behavior and strengthen the relationship between EI and employees’ job performance. Using the lens of AET, this study examines the influencing path of managers’ EI on employees’ job performance from two aspects: emotion-driven behavior and judgment-driven behavior. The study also discusses the moderating mechanism of social network structure hole. The conclusion may help project managers better understand and make use of the influence of social network structure holes.

Highlights

There has been a brisk boom in construction projects as a result of urban renewal and sprawl, especially in developing countries like China
Using the affective events theory (AET) model, this study studied the impact of emotional intelligence (EI) on innovation and job performance, and the regulatory role of structural holes by connecting these four structures in the context of the construction project
This study explored ways to improve the job performance of construction project employees by studying the relationship among managers’ EI, innovative behavior, job performance, and social network structure holes

Summary

Introduction

There has been a brisk boom in construction projects as a result of urban renewal and sprawl, especially in developing countries like China. The increasingly complex environment of construction projects has led to an urgent need for project managers to improve their ability to lead teams and adapt to complexity and uncertainty (Müller & Turner, 2010; Zhang et al, 2018). The personal attribute ability of the project manager has more influence on the employees than the technical ability (Khosravi et al, 2020). Stephens and Carmeli (2016) believed that individuals with a high level of EI expand their knowledge and skills base to improve their ability to communicate and cooperate effectively. Managers with high EI stimulate good attitudes and work behavior by meeting the emotional needs of employees

Methods

Results

Discussion

Conclusion