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

Abstract

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