Rights statement: This is the author’s version of a work that was accepted for publication in Journal of World Business. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of World Business, 53, (4), 2018 DOI: 10.1016/j.jwb.2018.01.003
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Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - A Cross-Cultural Meta-Analysis of How Leader Emotional Intelligence Influences Subordinate Task Performance and Organizational Citizenship Behavior
AU - Miao, Chao
AU - Humphrey, Ronald
AU - Qian, Shanshan
N1 - This is the author’s version of a work that was accepted for publication in Journal of World Business. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Journal of World Business, 53, (4), 2018 DOI: 10.1016/j.jwb.2018.01.003
PY - 2018/6
Y1 - 2018/6
N2 - Global human resource managers need to understand which personality characteristics contribute to leadership effectiveness in different cultures for both selection and training purposes. This meta-analysis demonstrates that leaders’ emotional intelligence (EI) demonstrates incremental validity and relative weight in predicting subordinates’ task performance and organizational citizenship behavior (OCB) after controlling for the Big Five and cognitive ability. The relationship between leaders’ EI and subordinates’ task performance is stronger in collectivistic, feminine, and high uncertainty avoidance cultures. The relationship between leaders’ EI and subordinates’ OCB is stronger in high power distance, collectivistic, feminine, high uncertainty avoidance, long-term oriented, and restraint cultures.
AB - Global human resource managers need to understand which personality characteristics contribute to leadership effectiveness in different cultures for both selection and training purposes. This meta-analysis demonstrates that leaders’ emotional intelligence (EI) demonstrates incremental validity and relative weight in predicting subordinates’ task performance and organizational citizenship behavior (OCB) after controlling for the Big Five and cognitive ability. The relationship between leaders’ EI and subordinates’ task performance is stronger in collectivistic, feminine, and high uncertainty avoidance cultures. The relationship between leaders’ EI and subordinates’ OCB is stronger in high power distance, collectivistic, feminine, high uncertainty avoidance, long-term oriented, and restraint cultures.
KW - cross-culture
KW - EMOTIONAL INTELLIGENCE
KW - leadership
KW - Organizational Citizenship Behavior (OCB)
KW - task performance
KW - meta-analysis
U2 - 10.1016/j.jwb.2018.01.003
DO - 10.1016/j.jwb.2018.01.003
M3 - Journal article
VL - 53
SP - 463
EP - 474
JO - Journal of World Business
JF - Journal of World Business
SN - 1090-9516
IS - 4
ER -