TY - JOUR

T1 - The Cross-Cultural Moderators of the Influence of Emotional Intelligence on Organizational Citizenship Behavior and Counterproductive Work Behavior

AU - Miao, Chao

AU - Humphrey, Ronald

AU - Qian, Shanshan

N1 - This is the peer reviewed version of the following article:Miao, C, Humphrey, RH, Qian, S. The cross‐cultural moderators of the influence of emotional intelligence on organizational citizenship behavior and counterproductive work behavior. Human Resource Development Quarterly. 2020; 31: 213– 233. https://doi.org/10.1002/hrdq.21385 which has been published in final form at https://onlinelibrary.wiley.com/doi/abs/10.1002/hrdq.21385 This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.

PY - 2020/6/1

Y1 - 2020/6/1

N2 - This meta‐analysis found that the emotional intelligence–organizational citizenship behavior relationship is stronger in long‐term oriented and restraint cultures. However, this relationship does not differ between individualistic and collectivistic cultures, masculine and feminine cultures, high uncertainty avoidance and low uncertainty avoidance cultures, and high power distance and low power distance cultures. The emotional intelligence–counterproductive work behavior relationship is stronger in collectivistic, feminine, high uncertainty avoidance, high power distance, long‐term oriented, and restraint cultures. Emotional intelligence–organizational citizenship behavior/counterproductive work behavior relationships are mediated by both state positive affect and state negative affect. Human resource development professionals from cultures where the effects of emotional intelligence are stronger are especially recommended to hire emotionally intelligent employees and/or provide emotional intelligence training to stimulate organizational citizenship behavior and to restrain counterproductive work behavior. Although there are important cross‐cultural differences, emotional intelligence universally encourages organizational citizenship behavior and almost universally diminishes counterproductive work behavior across cultures.

AB - This meta‐analysis found that the emotional intelligence–organizational citizenship behavior relationship is stronger in long‐term oriented and restraint cultures. However, this relationship does not differ between individualistic and collectivistic cultures, masculine and feminine cultures, high uncertainty avoidance and low uncertainty avoidance cultures, and high power distance and low power distance cultures. The emotional intelligence–counterproductive work behavior relationship is stronger in collectivistic, feminine, high uncertainty avoidance, high power distance, long‐term oriented, and restraint cultures. Emotional intelligence–organizational citizenship behavior/counterproductive work behavior relationships are mediated by both state positive affect and state negative affect. Human resource development professionals from cultures where the effects of emotional intelligence are stronger are especially recommended to hire emotionally intelligent employees and/or provide emotional intelligence training to stimulate organizational citizenship behavior and to restrain counterproductive work behavior. Although there are important cross‐cultural differences, emotional intelligence universally encourages organizational citizenship behavior and almost universally diminishes counterproductive work behavior across cultures.

KW - counterproductive work behavior

KW - cross‐culture

KW - emotional intelligence

KW - human resource development professionals

KW - meta‐analysis

KW - organizational citizenship behavior

U2 - 10.1002/hrdq.21385

DO - 10.1002/hrdq.21385

M3 - Journal article

VL - 31

SP - 213

EP - 233

JO - Human Resource Development Quarterly

JF - Human Resource Development Quarterly

SN - 1044-8004

IS - 2

ER -