Emotional intelligence and leader member exchange: The relationship with employee turnover intentions and job satisfaction

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Title Emotional intelligence and leader member exchange: The relationship with employee turnover intentions and job satisfaction
Author Jordan, Peter Jeffrey; Troth, Ashlea Clare
Journal Name Leadership & Organization Development Journal
Year Published 2011
Place of publication United Kingdom
Publisher Emerald Group Publishing Limited
Abstract Purpose – The purpose of this paper is to examine the mediating effect of leader member exchange (LMX) on the relationship between followers' emotional intelligence and the outcomes of turnover intention and job satisfaction. Design/methodology/approach – Using a longitudinal design, survey data were collected from 579 employees within a private pathology company. Measures of emotional intelligence and LMX were collected at Time 1 and employee turnover intentions and job satisfaction were collected at Time 2. Findings – The results show the quality ofLMXmediates the relationship between follower emotional intelligence and both turnover intention and job satisfaction. Research limitations/implications – A limitation is the use of a self-report measure of emotional intelligence. While this published measure has been shown to be valid and reliable, there are debates over the validity of self-report measures of emotional intelligence. Practical implications – The authors contend that encouraging more emotionally intelligent responses in employees may enhance the quality of LMXs and improve employee attitudes. Originality/value – Although the relationship between emotional intelligence and LMX has been theorized, the study described in the paper is the first to use a workplace sample to empirically test the relationship between emotional intelligence and measures of turnover intention and job satisfaction with LMX from a follower's perspective as a mediating variable. As such, this study enables us to explore the tension between an organization's interest in the efficient use of time to focus on core activities and the followers' desire to maintain high-quality relationships with their leaders (a time consuming process).
Peer Reviewed Yes
Published Yes
Alternative URI http://dx.doi.org/10.1108/01437731111123915
Volume 32
Issue Number 3
Page from 260
Page to 280
ISSN 0143-7739
Date Accessioned 2011-06-01
Language en_AU
Research Centre Centre for Work, Organisation and Wellbeing
Faculty Griffith Business School
Subject Organisational Behaviour
URI http://hdl.handle.net/10072/40287
Publication Type Journal Articles (Refereed Article)
Publication Type Code c1

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