Other-oriented emotional intelligence, OCBs, and job performance: a relational perspective.

Area of Science:

• Organizational Behavior
• Social Psychology

Background:

• Emotional intelligence (EI) is crucial for workplace interactions.
• Social identity and social exchange theories provide frameworks for understanding EI's impact.

Purpose of the Study:

• To investigate how other-oriented emotional intelligence influences employee effectiveness.
• To explore the mediating roles of leader-member exchanges and coworker relationships.
• To examine the impact on organizational citizenship behaviors (OCBs), taking charge, and helping.

Main Methods:

• The study analyzed data from 122 supervisor-employee dyads.
• Statistical analyses were used to test the proposed theoretical pathways.

Main Results:

• Employees' other-oriented EI positively impacts OCBs by fostering high-quality exchanges with leaders and coworkers.
• Specific mediating mechanisms were identified for 'taking charge' and 'helping' behaviors.
• Both 'helping' and 'taking charge' positively influenced employee performance ratings.

Conclusions:

• Other-oriented emotional intelligence is a significant driver of employee effectiveness through enhanced social exchanges and specific proactive behaviors.
• Findings support the integration of social identity and social exchange theories in understanding EI's workplace benefits.
• Practical implications include fostering EI for improved organizational citizenship and performance.