Global leadership success through emotional and cultural intelligences

Culturally attuned and emotionally sensitive global leaders need to be developed: leaders who can respond to the particular foreign environments of different countries and different interpersonal work situations. Two emerging constructs are especially relevant to the development of successful global leaders: cultural and emotional intelligences. When considered under the traditional view of intelligence as measured by IQ, cultural, and emotional intelligences provide a framework for better understanding cross-cultural leadership and help clarify possible adaptations that need to be implemented in leadership development programs of multinational firms. This article posits that emotional intelligence (EQ), analytical intelligence (IQ), and leadership behaviors are moderated by cultural intelligence (CQ) in the formation of global leadership success.     

Customer deviance in retailing: Managers’ emotional support and employees’ affective wellbeing

Retail employees are increasingly under pressure as they are confronted with the dark side of customer behaviour: Customer deviance (NCD). Consequently, retailers face difficulties retaining employees in the job leading to workforce shortage in the industry as more and more retail workers leave their jobs. While some academic research displays the impact of NCD in retail, it leaves its effects on employees, their intentions to leave the job, including the mitigating factor of managerial support structures unexplored. Applying the job demands-resources model, this research fills this gap by investigating NCD in store-based retail, by identifying a series of employees' responses in correspondence with such behaviours and by revealing various support factors as moderators of NCD's effects on employees. Structural equation modelling of data obtained from surveying 108 retail employees in stores confirms the mediation of emotional exhaustion, affective ill-being and job (dis-)satisfaction, in the context of employees facing NCD and their leaving intention. The research raises awareness for emotional care in the form of managerial strategies targeting emotions, the supervisor's role and trust-enhancing mechanisms in retail care management, in order to attenuate NCD's negative effects on retail employees.     

Take This Job and Shove It: Examining the Influence of Role Stressors and Emotional Exhaustion on Organizational Commitment and Identification in Professional Truck Drivers

Professional truck drivers experience many challenges in the course of performing their jobs. Drivers must meet the needs of their company, shippers, and receivers as well as comply with safety regulations. It is well documented that truck drivers are prone to physical exhaustion; however, they may also be subject to emotional exhaustion, which can impact their decision to remain with a company. This research examines the influence of job stressors, such as role conflict and role ambiguity and their relationship to emotional exhaustion in professional truck drivers. Furthermore, the effect that job stressors and emotional exhaustion have on the efforts of a firm to build corporate identification, collective mind, and commitment among truck drivers is examined. Using qualitative and quantitative data from 435 professional truck drivers, a conceptual model is developed and tested using structural equation modeling. Findings are discussed and implications for managers in improving driver retention rates are offered.     

表层扮演对员工离职倾向的影响：情绪耗竭的中介作用与组织支持的调节效应

随着消费经济的兴起与服务业的发展，企业服务性岗位员工因情绪劳动引发的负面效应越来越受到理论界和实践界的关注。文章基于资源保护理论与组织支持理论，以通讯公司客服人员为研究对象，探讨表层扮演对离职倾向的影响机制，重点分析情绪耗竭的中介作用与组织支持的调节效应。研究发现：表层扮演会影响员工的离职倾向；情绪耗竭在表层扮演与离职倾向的正向关系间具有完全中介作用；组织支持感和主管支持感对表层扮演和情绪耗竭的关系具有调节效应。研究结论丰富和发展了情绪劳动的理论模型，并提出企业可以采取相应的干预措施缓解员工由于表层扮演带来的情绪耗竭和离职倾向问题。     

Why it is hard to explain Chinese face?—FACE measurement models and its influence on ecological product preference

Face in China is a well-known word but still lacks a precise and authoritative definition. Other than the counterpart connotation of social norms in western culture, Chinese face is also a cultural construct strongly connected with situational context. In order to explore the general context and the specific connotation of Chinese face, this paper focuses on comparing the difference between reflective model and formative model when measuring the construct of Chinese face. We find that RM is more reliable and stable than FM in terms of face measurement, but is inferior to FM in explaining the connotations of Chinese face. Moreover, we also explore the effects of different dimensions of Chinese face on consumer preference for ecological products. This study not only enriches the existing research on Chinese face, but also exploratively answers a controversial problem in this area. Furthermore, the findings in this study also provide theoretical support for building an environmentally-friendly society in China.     

Customer orientation,engagement, and developing positive emotional labor

Frontline employees must deal on a daily basis with emotionally demanding customer interactions. Such interactions, when coupled with organizational directives to focus upon exemplary customer service, can prompt employees to express feelings and emotions that are not genuine. Such ‘surface acting' has been found to create stress in frontline personnel, but an understanding of how this negative aspect of emotional labor may be minimized is lacking in the services literature. How a frontline employee's individual attributes might interact with a service work context to build deep, as opposed to surface, acting is the current focus. Applying job demands–resources theory, this study investigates how a frontline employee's customer orientation helps to develop positive work engagement, even in the face of contextual demands. Engagement is then linked positively to the beneficial behavior of deep acting which, in contrast to surface acting, has been identified as a less stressful form of emotional labor.     

Emotional labor's impact in a retail environment

It is essential for organizations to understand and manage salespeople's emotions. By monitoring the effects of emotions on the job, management can promote and enhance its sales force. However, the literature on salespersons' emotions has been largely overlooked. This paper establishes an integrative emotional labor process model to better understand the emotional component of the sales force in a retail context. Specifically, the paper examines the impact of emotional labor and emotional exhaustion in relation to job satisfaction and organizational commitment. Findings suggest that emotional labor predicts both job satisfaction and organizational commitment, while emotional exhaustion only predicts job satisfaction.     

The Direct and Indirect Effects of Self‐Efficacy on Salespeople's Emotional Exhaustion and Work‐Family Conflict: A Study Using the Job Demands‐Resources Model

This study integrates Social Cognitive Theory with the Job Demands‐Resources Model to examine self‐efficacy in relation to emotional exhaustion and work‐family conflict (WFC) in a sample of 192 employees. The results obtained through structural equation analysis show: a negative association between self‐efficacy and both work overload and emotional exhaustion; a positive relationship between work overload and both emotional exhaustion and WFC; that work overload mediates the relation between self‐efficacy and both emotional exhaustion and WFC; that role ambiguity moderates the relation of self‐efficacy with work overload; and that tenure in the sales territory moderates the relation of work overload with WFC. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

Proactive personality and work performance in China: The moderating effects of emotional exhaustion and perceived safety climate

Grounded in the interactionist paradigm, this study shows that emotional exhaustion and perceived safety climate constitute important moderators of the relationship between proactive personality and work performance. More specifically, the study analyzes the relationship between proactive personality and its behavioural outcomes—organizational citizenship behaviour (OCB) and job performance—and investigates the interactive effects of emotional exhaustion and perceived safety climate. The study involves 485 Chinese airline employees including pilots, flight attendants, engineers, and service employees. Proactive personality positively predicted OCB and individual performance. Emotional exhaustion and perceived safety climate moderated the relationship between proactive personality and individual performance both independently and jointly. Implications of the findings for future research are discussed. Copyright © 2009 ASAC. Published by John Wiley & Sons, Ltd.     

Cultural values,emotional intelligence,and conflict handling styles: A global study

While previous research has identified cultural values and emotional intelligence as central determinants of conflict handling styles, little is known about the mechanism through which cultural values impact individuals’ preferences for specific conflict handling styles. Based on a multinational dataset including 1527 individuals from ten different cultural clusters, the current study aims to integrate these two literature streams by examining the influence of cultural values on conflict handling styles through emotional intelligence. The results of structural equation modeling and mediation analysis show that in particular uncertainty avoidance and long-term orientation influence preferences for the conflict handling styles of compromising, obliging, and integrating through emotional intelligence. Furthermore, we find that collectivism has a direct negative effect on the preference for a dominating style and that power distance has a direct positive effect on the preference for an avoiding and a dominating style. Our study contributes to a more comprehensive and more integrative understanding of earlier research on the role of culture and emotional intelligence in conflict handling.     

情绪表达潜规则对组织内部员工情绪耗竭的影响——以情绪表达策略为中介

组织内部员工的工作内容主要围绕同事展开，组织一般对其无明确的情绪表达要求，因而他们有表达自我真实情绪的自由。但出于人际交往和工作沟通的需要，组织内会存在多种形式的情绪表达潜规则约束。为了揭示情绪表达潜规则导致内部员工情绪耗竭的作用路径，文章以资源保存、认知失调和自我损耗理论为基础构建了组织内情绪劳动者的“情绪表达潜规则—情绪表达策略—情绪耗竭”的理论模型。通过问卷调研和数据分析，证实了积极情绪潜规则可推动员工采用深层扮演策略，使内心感受和外在情绪保持一致，减少了情绪耗竭。而消极情绪潜规则会抑制员工情绪的深层扮演，并助长表层扮演来伪装情绪，造成情绪资源流失，最终导致情绪耗竭。研究还证实了组织内的情绪劳动者在表达情绪时，虽然可同时采用深层与表层扮演两种策略，但由于情绪资源有限，他们对两种策略的选择偏好显著负相关。     

The effects of offshoring on employer-provided training

This study examines how offshoring affects employers’ investment in training. Departing from the standard assumption in the literature that low-skilled jobs are transferred to developing countries while high-skilled jobs are still performed in the Home Country, we argue that whether a productive activity is offshored depends on whether its associated occupation is offshorable, regardless of its skill content. Our theoretical model suggests that the offshoring of productive activities involving offshorable occupations raises the wage rate for non-offshorable occupations in the Home Country, and thus reduces the incentive for firms to provide training in non-offshorable occupations. The effects of offshoring on training for offshorable occupations, however, are ambiguous. Based on two new measures of offshoring and data from the National Longitudinal Survey of Youth 1979 (1989–2004), we empirically investigate the relationship between offshoring and employer-provided training in the United States. For non-offshorable occupations, we find that offshoring has a significant negative relationship with the incidence of training, but does not have much, if any, significant relationship with the intensity of training. For offshorable occupations, offshoring does not have any significant relationship with either the incidence or the intensity of employer-provided training. These findings are in line with our theoretical model.     

不合规任务对员工工作绩效的影响研究:一个被调节的双中介模型北大核心

基于认知—情感个性系统理论和资源保存理论构建了一个被调节的双中介模型,探讨了不合规任务对员工工作绩效的影响机制。通过对建筑行业239份领导与员工配对数据的分析发现:(1)不合规任务对员工工作绩效具有显著的负向影响;(2)工作目标进展和情绪耗竭在不合规任务与员工工作绩效间起中介作用;(3)时间管理技能不仅弱化了不合规任务与工作目标进展的负向关系,还削弱了不合规任务与情绪耗竭的正向关系;(4)时间管理技能负向调节了工作目标进展在不合规任务与员工工作绩效间的中介作用,对情绪耗竭在不合规任务与员工工作绩效间中介作用的负向调节效应不显著。本研究的结论为企业进行员工压力和任务管理,提高工作绩效提供实践指导。     

Nationality biases in peer evaluations: The country-of-origin effect in global virtual teams

In a post-COVID-19 world, due to the increasing reliance on virtual work, global virtual teams (GVTs) are critical for the international success of firms. A fundamental challenge that firms face in this new remote work context is the need to measure the performance of individuals in GVTs. Peer evaluations are advocated as a way to improve the validity of performance appraisals. Peers work closely with one another and, presumably, are better positioned to observe and evaluate fellow team members’ performance. Even when completed in good faith, however, a fair evaluation of individual contributions and performance in GVTs could be distorted by subjectivity, bias, cultural and institutional differences, and the limitations of online communication tools. Based on a sample of 6634 GVTs comprised of 33,271 people in 79 countries that worked on an international business (IB) project, we tested the country-of-origin (COO) effect in peer evaluations within the context of GVTs. Results indicate that the nationality of the team member is a source of significant bias in peer evaluations. Our tests show that the prestige and the level of economic development of the country that a team member is from is a better predictor of peer evaluations received than objective measures of individual skills and competencies, including English proficiency, technical ability, and cultural intelligence, or national per-capita spending on education, suggesting that a COO effect based on personal bias may affect performance ratings more than actual contributions. We conclude that the COO effect in peer evaluations in GVTs has to be taken into account when designing evaluation systems and discuss implications for theory, practice and future research.     

“Marketing Managers” in the Context of Global Supply Chains: Functional Versus Multiple IQ Competencies

Managerial scholars have suggested that “g” score (i.e., intelligence) tests are not enough to assess and select the appropriate candidates for some jobs. Other dimensions can play just as important a role in employee performance. Thus, the purpose of this article is to expand our view in terms of criteria that may be used as it relates to global supply chain managers. We present a nine-base typology to assist researchers and managers in assessing the true dynamics of global supply chain manager intelligence. The typology of intelligence includes the dimensions of cognitive, social, political, emotional, structural, intuition, experiential, creative, and network. We build our model by using intelligence dimensions from management, industrial organizational psychology, marketing and organizational behavior, and perspectives that include relational contracting norms, relationship marketing, networking, and communications. We propose that global supply chain managers need all nine bases to perform well in the global business arena.     

On Taking Stories Seriously: Emotional and Moral Intelligences

Ongoing efforts to build intelligent machines has required reexamining ourunderstandings of intelligence. A significant conclusion, shared by anumber of noteworthy thinkers, is that real intelligence depends very muchon story telling and story understanding. Several examples illustrate howthis conclusion flies in the face of dominant (reductionist) understandingsof intelligence. Several reasons are then presented for the greater use ofstories in business ethics classes, reasons that progress from enhancing"conceptual' intelligence, to emotional intelligences, and culminating inmoral intelligences.     

Globalization and the Business Schools: Toward Business and World-Sustainable Leadership

Globalization is a force that produces deep changes in business and society. Business schools face great challenges and opportunities in educating future leaders who can work across countries and cultures. This article presents some strategic issues regarding the type of education that business schools should offer from a global perspective, aimed at developing business leaders/managers endowed with knowledge, values, and cross-cultural intelligence to seek progress for their communities, their businesses, and society at large. These goals must be achieved in a world of multilevel access to education and jobs with a more equitable array of opportunities for both developed and developing markets.     

Unpacking the Goal Congruence–Organizational Deviance Relationship: The Roles of Work Engagement and Emotional Intelligence

Drawing from research on person–organization fit, work engagement, and emotional intelligence, this study investigates the mediating role of work engagement in the link between goal congruence and organizational deviance, as well as how this mediating effect might be moderated by emotional intelligence. Data captured from 272 employees of four IT companies show that the goal congruence between employees and their supervisor negatively affects the former’s organizational deviance, though this effect disappears when controlling for the intermediate role of work engagement. Further, emotional intelligence moderates both the positive relationship between goal congruence and work engagement and the negative relationship between work engagement and organizational deviance, such that these relationships become invigorated at higher levels of emotional intelligence. The findings also reveal that the indirect effect of goal congruence on organizational deviance through work engagement is more pronounced at higher levels of emotional intelligence, which offers evidence of moderated mediation. These findings have significant implications for research and practice.     

Coping with work‐family conflicts in the global career context

In order to increase our understanding of the work‐family conflicts experienced by global careerists and their families and the related coping strategies they adopt to address them, managers with long‐term global careers were interviewed. The results indicate that the challenging nature of their jobs means global careerists face not only time‐based and strain‐based work‐family conflicts but also mobility‐based conflicts, a category added in order to fully capture the work‐family conflicts faced. Managers were found mainly to use active problem‐solving strategies alongside family‐level coping strategies, though, in addition, emotional coping, avoidance, and reappraisal strategies were in evidence. ©2011 Wiley Periodicals, Inc.