The Role of Emotional Intelligence in Organizational Justice Development and LMX in Pakistan International Airline

The aim of this study is to examine the impact of superior's emotional intelligence (EI) and leader-member exchange (LMX) on organisational citizenship behaviour (OCB). Using a sample of 200 supervisor-subordinates dyads working in four financial institutions located in Klang Valley, Malaysia, this study hypothesised that emotional intelligence and leader-member exchange would have a stronger relationship to organisational citizenship behaviour. The results revealed that use of emotions (UOE), other's emotions appraisal (OEA), and regulation of emotion (ROE) were the dimensions of emotional intelligence to predict employee organisational citizenship behaviour. Both UOE and OEA shared the same findings with 52.7% of the variance on conscientiousness respectively. On the other hand, OEA was also found to be significantly influencing sportsmanship with only 6.3% of the variance and ROE was found to predict civic virtue with 26.7% of the variance. Meanwhile, LMX of subordinates was found to moderate the relationships between only one EI dimension and OCB-civic virtue. A difference between male and female emotional intelligence and organisational citizenship behaviour were also analysed. Future research and practical implications are also discussed.

The study aims to explore the influences of emotional intelligence on transformational leadership and leader-member exchange in Kuwait’s business environment. A quantitative survey was used in this research resulting in 191 final responses. The findings reveal that leaders in Kuwait, as perceived by survey participants, exhibit emotional intelligence through self-awareness, self-management, relationship management and social awareness. These emotional intelligence dimensions affect transformational leadership behaviours through vision articulation, individualised support, communication of performance expectations and intellectual stimulation. Emotional intelligence and transformational leadership further contribute to leader-member exchange in affect, loyalty, contribution and professional respect. Findings also indicate a partial mediating effect of transformational leadership on the relationship between emotional intelligence and leader-member exchange. Implications for human resource development and call for future research are discussed.

The Effect of Big Five Personality Traits on Leader Member Exchange and Organization Citizenship Behavior in Khyber Pakhtunkhwa Universities

PurposeThe purpose of this paper is to examine the mediating effect of leader member exchange (LMX) on the relationship between followers' emotional intelligence and the outcomes of turnover intention and job satisfaction.Design/methodology/approachUsing a longitudinal design, survey data were collected from 579 employees within a private pathology company. Measures of emotional intelligence and LMX were collected at Time 1 and employee turnover intentions and job satisfaction were collected at Time 2.FindingsThe results show the quality of LMX mediates the relationship between follower emotional intelligence and both turnover intention and job satisfaction.Research limitations/implicationsA limitation is the use of a self‐report measure of emotional intelligence. While this published measure has been shown to be valid and reliable, there are debates over the validity of self‐report measures of emotional intelligence.Practical implicationsThe authors contend that encouraging more emotionally intelligent responses in employees may enhance the quality of LMXs and improve employee attitudes.Originality/valueAlthough the relationship between emotional intelligence and LMX has been theorized, the study described in the paper is the first to use a workplace sample to empirically test the relationship between emotional intelligence and measures of turnover intention and job satisfaction with LMX from a follower's perspective as a mediating variable. As such, this study enables us to explore the tension between an organization's interest in the efficient use of time to focus on core activities and the followers' desire to maintain high‐quality relationships with their leaders (a time consuming process).

The current study has two main aims: to investigate to what extent Emotional Intelligence (EI) of managers of SMEs can be shown to affect employee turnover and Job satisfaction in Saudi SMEs and to examine the role of leader- member exchange (LMX) as a mediator between EI and turnover and Job satisfaction. a questionnaire was used to collect data to a random sample of employees in Saudi SMEs. 169 responses from employees of Saudi SMEs were collected and examined by using structural equation modelling (SEM). The present study’s results revealed a positive relationship between emotional intelligence and LMX. Further, a negative relationship was found between perceived emotional intelligence and employee intention to leave, which suggests that emotional intelligence has a role in retaining employees and reducing their desire to leave. In addition, a positive relationship was found between emotional intelligence and job satisfaction. However, the results did not support a hypothesised interaction between LMX and turnover intention. Last, LMX was found to mediate the relationship between emotional intelligence and job satisfaction, but not the relationship between emotional intelligence and turnover intention

The purpose of this study was to examine the potential links between organizational justice, Work Motivation, Leader Member Exchange, and organizational commitment on Government Employee, Southeast Sulawesi Provincial Offices. It also focuses on the experiences and to analyze the role of LMX practices as a mediator of relationship between Organizational Justice towards Work Motivation and Organizational Commitment. The design of this study was explanatory research. Data were collected using survey questionnaire and in-depth interviews. The units of analysis of this research were the Government Employees of Southeast Sulawesi Provincial Offices. Since the sample units were 41 Offices, three-stage sampling was applied to draw the sample. The number of sample selected was 97 respondents through Slovin Formula. Thus the numbers of sampling this study were 97 employees. Analysis tools for hypothesis testing were Partial Least Square (PLS). The result of this study showed that organizational justice has positive and significant influence on the LMX and organizational commitment. However, there is no significant influence of organizational justice on work motivation. Finally, the results of this study demonstrate that the leader member exchange acts as a mediation relationship between organizational justice on work motivation and organizational commitment. The implication of this research is to increase knowledge and understanding of government management in Southeast Sulawesi province about the importance of organizational justice; work motivation; leader member exchange, and organizational commitment. In addition, the implications of this study provide an understanding of the integration model of the structural relationships and the importance of behavioral aspects in the management of the organization, through the synergistic of autonomy demands are reflected through increased informational justice, fulfilling the need for affiliation, professional respect, and affective commitment in decision making and completion of tasks employees embrace. Originality of research proves that a good organizational justice can increase motivation, leader member exchange and organizational commitment. Then the findings of this study may prove that the leader member exchange acts as relationship mediation between organizational justice on work motivation and organizational commitment.

This paper investigates how leader-member exchange (LMX) and emotional intelligence (EI) are associated with employees’ creativity in high-tech firms. We develop a model that considers LMX and EI as predictors of creativity with LMX as a boundary condition for the relationship between EI and creativity. Results reveal that LMX is a strong predictor of creativity. However, EI does not directly affect creativity. More interestingly, the interaction between EI and LMX negatively influences creativity such that EI is detrimental for creativity only when LMX is high. Thus, the role of LMX for employees’ creativity may be paradoxical. Further, the positive role of EI reported in current literature may be overly simplistic, and its role may be contingent on the quality of LMX and the other context.

Previous research concerning the influences upon employee job performance reported from the perspective of personality and intelligence.After Mayer demonstrated both theoretically and empirically that emotional intelligence meets with the standards of intelligence,there have been some studies that tried to establish a relationship between emotional intelligence and job performance.The present paper will attempt to incorporate previous findings about emotional intelligence, but then go further to creatively explore the impact of emotional intelligence of employees and their manager on employees' job performance and how the manager's emotional intelligence affects an employee's job performance. 218 Managers and 640 employees from thirty manufacturing enterprises in China participated in the present study.The enterprises were mainly in Dongguan City,Tianjin City,and Chengdu City.218 managers completed questionnaires of their emotional intelligence(MEI) and evaluated one to three of their subordinates' task performance(TP) respectively.In addition,640 employees completed the questionnaires about their emotional intelligence(EEI),leader-member exchange(LMX) and their contextual performance(CP).Path analysis and Structural Equation Modeling were used for the data analysis. The results show a significant correlation between the employees' emotional intelligence and their manager's emotional intelligence and the employees' task and contextual performance.Correlations were: r=0.371( p0.01) for EEI with TP;r=0.615( p0.01) for EEI with CP;r=0.310( p0.01) for MEI with TP;and r=0.304( p0.01) for MEI with CP.Furthermore,Path analysis tested our hypothesis.Structural Equation Modeling suggests that leader-member exchange perceived by the employees partly plays a role as a mediator in the impact of emotional intelligence of manager on the task performance and contextual performance of their employees.Though through leader-member exchange perceived by the employees,the manager's emotional intelligence exerts a comparatively weak effect on task performance of the employees indirectly.The research supports the initial hypotheses. The result shows that LMX can partially mediate the relationship between managers' emotional intelligence and employees' job performance.The results indicate that employees' emotional intelligence can positively influence both their task performance and contextual performance.Furthermore,the results indicate that emotional intelligence improves social exchange,and also confirms other concepts as well.The research suggests to the leaders of companies that they should incorporate measures of emotional intelligence into the employee selection process;and also that they should provide their employees and managers with training that can enhance emotional intelligence levels.Finally,the study suggests that the companies promote the quality of the leader-member exchange in the interest of improving individual job performance and overall organizational performance.

PurposeThe present study attempts to examine the mediating effect of leader member exchange (LMX) and affective organizational commitment on the relationship between followers' emotional intelligence (EI) and their turnover intention.Design/methodology/approachUsing a cross-sectional design, survey data were obtained from 182 employees in Tunisia. Survey responses were analyzed using Model 6 in PROCESS (Hayes, 2017).FindingsAs predicted, LMX and affective organizational commitment were found to sequentially and totally mediate the causal relationship between EI and turnover intention.Research limitations/implicationsThe limitations include using a cross-sectional design, convenience sampling and self-report measures for EI, LMX, affective commitment and turnover intention.Practical implicationsOrganizations need to encourage more emotionally intelligent responses in employees which improve the quality of their leader–follower relationships. The quality of LMXs enhances the affective commitment that drives lower turnover intention.Originality/valueWhile the relationship between EI and turnover intention has been theorized, this study is one of the first to enable us to explore the mechanisms underlying this relationship. Specifically, a sequential mediation model linking EI with turnover intention through LMX and affective commitment was proposed.

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.

Leader-Member Exchange (LMX) is a reciprocal relationship between leaders and subordinates. The high quality of LMX will have a good impact on the progress of an organization. This research is quantitative research to examine the effect of gender role identity: masculinity on the leader-member exchange (LMX) with emotional intelligence as an intervening variable. The focus of this research is to find out the most commonly adopted gender identity trends, and their impact on the relationship between leaders and subordinates. This research uses data collection method with questionnaire method for civil servants. The results showed that gender role identity: masculinity, directly affects leader-member exchange (LMX), and can affect indirectly with emotional intelligence as an intervening variable.

The aim of this research is to analyze the role of organizational justice in moderating the influence of leader-member exchange on work engagement and its impact on organizational citizenship behavior (Study of the Regional III National Road Implementation Work Unit, Bali Province). The population of this research is all employees who work in the Bali Province Region III National Road Implementation Work Unit, totaling 87 employees using non-probability sampling with a saturated sample method, so the sample used was 87 employees. The data collection method was carried out by survey through questionnaires and interviews for pre-survey. The data analysis method used in this research is SEM (Structural Equation Modeling) based on Partial Least Square (PLS). The research results show that leader-member exchange and work engagement have a positive and significant effect on organizational citizenship behavior. Leader-member exchange has a positive and significant effect on work engagement. Work engagement partially mediates and complements the influence of leader-member exchange on organizational citizenship behavior. Organizational justice quasi-moderates the influence of leader-member exchange on work engagement. The implication of this research is that to improve employee organizational citizenship behavior, it is necessary to increase leader-member exchange, work engagement, and organizational justice by conducting competency and skills training for superiors, building a positive and enjoyable work environment to increase work concentration, listening to the aspirations of employees. regarding existing complaints and reviewing existing regulations within the agency in order to increase employee satisfaction and fairness.

This study examines the turnover intention factors and its effect on extension officers’ job performance in Ondo State, Nigeria. The study used stratified sampling technique to select 80 extension officers of the Agricultural Development Project in the 4 zones of Ondo State. The data were analyzed using descriptive statistics, correlation, and regression analysis. The results show that extension officers rated level of job performance, emotional intelligence and organizational commitment as high while job satisfaction and leadership member exchange as low. Significant and positive correlation (p<0.01) existed between each variable and work performance. Regression analysis results showed that emotional intelligence, job satisfaction, and leadership member exchange were significant turnover intention factors that affect job performance. The R2 value of 0.731 indicates that the three (3) factors gave 73.1% explanation of the variance in extension officers’ job performance. The results also suggested that emotional intelligence (?=0.734) was the most important turnover intention factor that have effect on job performance, followed by job satisfaction and leadership member exchange. Hence, emotional intelligence, job satisfaction and leadership member exchange should be taken into consideration as turnover intention factors that affect job performance among the extension officers. This study contributes to a better understanding of the relationship of turnover intention factors to job performance and will add to existing body of knowledge in the domain of managing extension officers’ in the agricultural industry, thereby increasing job performance and productivity in the agricultural sector. Keywords: Extension Officers, Intention, Job Performance, Turnover.

A mass media organization's ability to succeed is largely dependent on its workforce. Excessive job targets encourage productivity and follow rules, which can cause feelings to rise and negatively impact performance and relationships among coworkers. Through organizational commitment at the Serambi Indonesia office, the goal of this research is to ascertain the impact of job involvement, LMX (Leader-Member Exchange), and emotional intelligence on staff performance. Questionnaires are used to gather data for this quantitative study design. 62 Serambi Indonesia workers make up the sample. Probability sampling is the sample method employed. Using the SmartPLS application as assistance, data analysis techniques include the outer and inner models. As demonstrated by the findings, job participation significantly and favorably affects organizational commitment and worker performance. Performance and organizational commitment from employees are unaffected by LMX. On organizational commitment, emotional intelligence has a favorable and substantial impact. There is no relationship between emotional intelligence and worker performance. Employee performance is significantly and favorably impacted by organizational commitment. Through organizational commitment, work involvement and emotional intelligence impact performance. Organizational commitment made by LMX has no effect on worker performance

Purpose Project managers’ (PMs) emotional intelligence (EI), transformational leadership style (TFL), and leader-member exchange (LMX) are known to be critical determinants of project outcomes. However, as of yet, there is no scholarly consensus on which of these leadership components exert the greatest impact, and empirical studies on the effectiveness of these three leadership components in influencing project outcomes have yielded inconsistent results. These discrepancies in empirical findings indicate that moderators may play a potential role. However, the moderating mechanisms that influence the relationships linking these components to project outcomes remain unclear. Therefore, this paper aims to systematically examine the correlations between these three leadership components and project outcomes through a meta-analysis, compare their relative influence, and explore the moderating roles of contextual and measurement factors. Design/methodology/approach Ninety effect sizes were synthesized from 79 independent studies published between 2008 and 2025 for meta-analysis. First, correlation analyses were conducted to quantify the true correlations linking EI, TFL and LMX, to project outcomes. Second, relative weight analysis based on a correlation matrix was used to rank the three leadership components by importance. Finally, moderator analyses were performed to test the moderating effects of individualism/collectivism, project complexity and the project outcomes measurement method. Findings The results show that EI, TFL and LMX all exert a positive influence on project outcomes, with the strength of influence increasing in the order of EI, TFL and LMX. Under a collectivist cultural context, the impacts of EI and TFL on project outcomes are significantly stronger, whereas the relationship between LMX and project outcomes is not moderated by individualism/collectivism. Additionally, project complexity and reliance on PM’s self-reports of outcomes both significantly amplify the correlations linking the three leadership components to project outcomes. Practical implications At the enterprise level, this study recommends the use of multidimensional leadership assessments when selecting PMs, and the implementation of experiential training approaches such as mentorship programs, peer-assistance mechanisms, and management scenario simulations. When resources are limited, priority should be given to enhancing PMs’ TFL and LMX, while reducing investment in EI training. At the individual level, PMs should focus on fair team management, applying cultural intelligence and providing adequate support for team members. Originality/value This study is the first to apply relative weight analysis in a meta-analytic framework to rank the impact strengths of EI, TFL, and LMX. It fills a critical gap in the meta-analytic project management literature regarding the comparative effectiveness of different leadership components, and enriches the methodological approaches to exploring leadership efficacy at the project level.