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The present research attempts to show the contribution of emotional intelligence and servant leadership climate to individual adaptive performance. The authors intend to explain the relations between the emotional intelligence of employees as well as of manager and the employee's adaptive performance. Moreover, this research assesses the significance of the mediating role of “servant leadership” climate in the relationship between the emotional intelligence of the manager and the employee's adaptive performance.

This research uses the quantitative research method and is included in explanatory research. Data collection used several informants for each organization. Data were collected using a sample of 57 managers and 204 team members spread over 24 companies belonging to different sectors of activity.

Employees' emotional intelligence directly influences individual adaptive performance. There is a direct influence of manager's emotional intelligence on individual adaptive performance. Then, there is an indirect influence of emotional intelligence on individual adaptive performance through the mediation of servant leadership climate.

The novelty of this research is in its effort to observe the multilevel mediation of servant leadership climate with other variables developed in the research model. No previous studies have found a relationship between employee and manager's emotional intelligence and individual adaptive performance.

The importance of humans to the successful delivery of construction projects has led to the emergence of research attention on construction workforce management. As such, this chapter uncovers emotional intelligence (EI) and the external environment as critical aspects of workforce management practices that have not gained substantial attention in past workforce management studies. While some theories and models (existing outside the construction domain) have considered the external environment, none of these models is specific to the construction industry. Furthermore, EI has received less attention within existing workforce management models. Through a review of related studies and theories, this chapter noted that the EI of construction workers and their senior management is crucial to the performance of these workers and the ultimate performance of their organisations. In the same vein, since construction organisations do not operate in silos, the external environment significantly influences the operations of organisations in the construction industry. The environment exact pressures that can influence workforce management practices and technological innovations construction organisations adopt.

This article aims to analyse the trait emotional intelligence (TEI) of business students of various programmes. This study aims to answer the question, to what extent these future leaders are uniformly equipped with essential emotional intelligence competences, necessary in the VUCA world.

The Trait Emotional Intelligence Questionnaire (TEIQue) was used to measure TEI of 120 business students. Spearman's and Tau–Kendall's rank correlation coefficients show the strength of the correlation between age and TEI level. The non-parametric Mann–Whitney U test was employed to evaluate the consistency of TEI-level distributions in selected subgroups of respondents.

Future business leaders and management specialists are unequally prepared to manage teams and organizational change effectively. Their TEI distribution is significantly different regarding the type of programme of study. Students of “social fields” (Management, Communication and Psychology in Business) show higher TEI than students of “analytical fields” (Economics, Finance and Accounting, Logistics). Master's students are characterized by higher TEI compared to undergraduates. However, there were no statistically significant differences in TEI between: full-time and part-time, female and male, as well as working and non-working students.

The results provide valuable guidance for organizations recruiting junior managers and for business universities.

This research was based on a well-established concept of emotional intelligence using a reliable research tool. The obtained results complement the existing research on TEI of various professional groups and provide a precious reference point for future, more in-depth analyses of TEI.

This paper aims to examine the effects of taqwa (God-consciousness) and syukr (gratitude to God) on emotional intelligence (EI) in a Muslim population in Malaysia.

Structural equation modelling tool AMOS was used to test the study’s hypotheses. In total, data were sourced from 302 Muslim employees working in Malaysia's public and private sectors.

Taqwa and syukr positively influence EI, and people with taqwa and syukr demonstrate greater levels of self-emotional appraisal compared with other emotional appraisals. This study also shows that people with taqwa and syukr give increased priority to understanding and distinguishing positive and negative emotions because of their understanding of Islamic teachings. They also exhibit concern with knowing their emotions well before advising or responding to the emotions of others. This may increase their sense of empathy, thereby improving their emotional competency and EI.

The findings indicate that taqwa and syukr predispose Muslims to EI. This study applied the Qur’anic model of self-development, which connects the origin of emotion with the soul, thereby further enriching the literature on the subject. It also highlights the importance of taqwa and syukr to Muslim employees for achieving EI that is useful in creating a harmonious atmosphere in the workplace and prosperous relationships in society.

This study explores how emotional intelligence, customer orientation, deep acting and surface acting influence job satisfaction among middle managers in their interactions with customers, colleagues and business partners. By examining these factors, we aim to provide insights into their collective impact on job satisfaction and interpersonal dynamics within organizational contexts.

By involving 95 middle managers at Indonesian Internet service providers as respondents, this research used a questionnaire to collect data. Next, the data were analyzed using the partial least square-structural equation modeling (PLS-SEM) technique, which evaluated measurement models and structural models. A total of twelve hypotheses were tested in this study.

This study found that customer orientation does not have a significant effect on deep acting, thereby nullifying its indirect effect on job satisfaction. Conversely, it's demonstrated that both deep acting and surface acting serve as partial mediators in the relationship between emotional intelligence and job satisfaction. Furthermore, surface acting emerges as a partial mediator in the connection between customer orientation and job satisfaction.

By exploring the relationship between customer orientation, emotional intelligence and job satisfaction among employees, this study seeks to reveal novel insights. The study examines the impact of these critical elements, which are necessary for middle managers to effectively manage their emotions and cultivate significant connections, on their overall job satisfaction and interpersonal dynamics in their diverse responsibilities.

In this closing chapter, we summarize the main themes identified by the chapter authors and draw out exciting new ideas for future research in the field of emotions in organizations.

We identify the main themes in the volume, and discuss how authors addressed each of them in their chapters.

We identified three key themes in this chapter: (1) the key role played by emotional intelligence, despite the ongoing controversy surrounding this construct; (2) the importance and lasting impact of Affective Events Theory; (3) the ongoing impact on the field of the concept of emotional labor.

The chapters in this volume deal with contemporary issues in the study emotion-related topics in the fields of organizational behavior and organization theory, and help to emphasize the contributions of the scholars working in this field.

The purpose of this study is to answer the following research questions. Does hostility shape the undesirable attitudinal consequences of perceived organizational politics (POP)? If so, does emotional intelligence play a role in this context? To answer these questions, the author relies on the affective events theory to present and empirically investigate a moderated mediation model in which: hostility mediates the relationships between POP and both job tension and turnover intentions; and emotional intelligence moderates these relationships.

The moderated mediation model was tested among a sample of 408 employees. The data was collected in three waves.

The results revealed that hostility mediated the relationships between POP and the two undesirable attitudes explored. In addition, one of the emotional abilities included in emotional intelligence, namely, self-emotion appraisal, moderated these relationships.

Interventions designed to increase the emotional intelligence level of employees might reduce the hostility they experience in response to POP, and consequently, its harmful implications.

Among the four emotional abilities included in emotional intelligence, only self-emotional appraisal moderates the relationship between POP and hostility. Such findings imply that in some cases, a thorough understanding about one’s emotions is more effective in regulating the hostility experienced in response to organizational politics than other emotional abilities that seem more relevant in this context.

This book aimed to conceptualise a construction workforce management model suitable for effectively managing workers in construction organisations. To this end, this chapter presents the conceptualised model, which consists of seven workforce management practices with their respective measurement variables. Drawing from existing theories, models, and practices, the chapter concludes that a construction organisation that will attain its strategic objectives in the current fourth industrial revolution era must be willing to promote effective recruitment and selection, compensation and benefits, performance management and appraisal, employee involvement and empowerment, training and development, as well as improving workers emotional intelligence and handling external environment pressure. These practices can promote proactiveness, participation, and improved skills and can lead to effective commitment, better quality, and flexibility within the organisation.

Grounded in emotional dissonance and social presence theories, this study examines whether the characteristics of employee–customer interaction (frequency, routineness and duration) and emotional intelligence (EI) have an impact on emotional labor (surface acting (SA), deep acting and naturally felt emotions (NFE)) and whether the type of interaction (face to face, voice to voice and online) moderates this relationship.

A survey method was employed to collect data from employees working in hotels, customer care and e-booking services (n = 604). The model was tested using structural equation modeling (SEM).

The study showed that EI was positively linked to deep acting and NFE but negatively associated with SA. Frequency of interaction had a negative relationship with deep acting and NFE but a positive association with SA. Duration of interaction (DOI) had a positive relationship with deep acting and NFE but a negative association with NFE. Routineness of interaction had a negative relationship with deep acting and NFE but surprisingly had a negative relationship with SA. Online interaction moderated the relationship between EI and deep acting.

This pioneering study examines the relationship between EI and characteristics of employee–customer interaction with emotional labor in the Indian hospitality context. While the association between EI and emotional labor has been studied, this study is unique in substantiating the moderating effects of interaction type and is among the first to do so empirically.

This study aims to empirically examine the effect of employee commitment (EC) (affective, normative and continuance) and emotional intelligence (EI) on work engagement (WE) (vigor, dedication and absorption). Furthermore, the moderating effects of psychological capital (PsyCap) and EI on strengthening WE are investigated.

A carefully crafted survey instrument was developed, and data were collected from 511 employees working in the banking sector in southern India. First, the psychometric properties of the measures were checked. Second, the results were analyzed using Hayes’ PROCESS macros.

The results indicate EC and EI positively predict WE; EI moderates the relationship between EC and WE; and PsyCap (second moderator) moderates the relationship between EI (first moderator) and EC influencing WE.

This study’s limitations include the common method and social desirability biases inherent in any social science research based on surveys. However, the authors have taken adequate care to minimize these limitations. In addition, this study has several implications for practicing managers interested in enhancing WE.

The three-way interaction between EC, EI and PsyCap, which is investigated in this study, represents an original and unique contribution to this study. To the best of the authors’ knowledge, previous researchers have not done the moderated-moderation, especially in the context of a developing country such as India. This research advances the growing literature on EC and WE. Implications for theory and practice are discussed.