A cross-cultural meta-analysis of how leader emotional intelligence influences subordinate task performance and organizational citizenship behavior |
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| Institution: | 1. School of Management, University of San Francisco, 2130 Fulton Street, San Francisco, CA 94117, United States;2. Lindekilde & Partners, Vestergade 49B, 8000, Aarhus C, Denmark;1. EMLyon Business School, France;2. Abu Dhabi University, United Arab Emirates;1. Hankamer School of Business, One Bear Place # 98006 Baylor University, Waco, Texas 76798-8006 USA;2. Thunderbird School of Global Management, 400 E. Van Buren Street, Suite 900 Arizona State University, Phoenix, AZ 85004 USA |
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| Abstract: | 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. |
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| Keywords: | Cross-culture Emotional intelligence Organizational citizenship behavior Meta-analysis Leadership |
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