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This study aims to assess the role of various emotional intelligence dimensions in stimulating two types of employee knowledge sharing behaviour – tacit knowledge sharing behaviour and explicit knowledge sharing behaviour.

The causal relationships among the constructs were tested by applying quantitative research methods. A questionnaire-based survey was used to draw a sample from 10 information technology (IT) organizations in India. A data set of 308 usable questionnaires was analysed using structural equation modeling technique to test the hypothesized relationships among various constructs.

This study found that all four dimensions of emotional intelligence, namely, self-emotional appraisal, others’ emotional appraisal, use of emotion and regulation of emotion have a positive effect on tacit knowledge sharing behaviour of employees. In addition, explicit knowledge sharing behaviour was also positively influenced by others’ emotional appraisal and use of emotion. However, no significant effect was made by self-emotional appraisal and regulation of emotion on explicit knowledge sharing behaviour of employees.

Little is empirically known about the link between emotional intelligence constructs and knowledge sharing behaviours. This study brings new insights by assessing the role of different emotional intelligence dimensions on two different types of knowledge sharing behaviour. An interesting finding advances the understanding of knowledge sharing behaviours by indicating a greater variance in tacit knowledge sharing behaviour (caused by emotional constructs) as compared to explicit knowledge sharing behaviour.

The study addresses the mechanism of how cultural dimensions influence the different dimensions of emotional intelligence. Building on the cascading model described by Joseph and Newman (2010), we extend our previous findings (Gunkel, Schlaegel, & Engle, 2014) by exploring the influence of cultural dimensions on a cascading model of emotional intelligence.

We use survey data from 2,067 business students in nine countries (China, Colombia, Germany, India, Italy, Russia, Spain, Turkey, and the United States), representing 8 of the 11 cultural clusters identified by Ronen and Shenkar (2013).

We find that uncertainty avoidance and long-term orientation have a positive influence on self-emotional appraisal, which in turn influence regulation of emotion, which then has a positive influence on the use of emotion. At the same time, others’ emotional appraisal mediates the relationship between all cultural dimensions except power distance and use of emotion. We also find that uncertainty avoidance, masculinity, and long-term orientation directly influence the use of emotion, suggesting a partial mediation effect.

Our findings have to be interpreted in the light of the limitations of our approach owing to the cross-sectional study design and the limited generalizability of the sample.

We contribute to the existing literature by examining the mechanism through which culture influences the different facets of emotional intelligence and whether and how the different facets affect each other. The proposed influence of culture on a cascading model of emotional intelligence provides a more detailed and nuanced understanding of the mechanism and the pathways in which culture affects emotional intelligence.

The purpose of this study is to examine the effects of hospitality employees’ emotional intelligence (EI) on their stress-coping styles and job satisfaction.

The sample consisted of 366 food and beverage employees in the Korean hospitality industry. The validity and reliability of the respondents’ replies regarding EI, stress-coping styles and job satisfaction were tested through exploratory factor analysis, reliability analysis and confirmatory factor analysis. Once the measure was validated, a structural equation model was used to test the validity of the proposed model and hypotheses.

The results showed that the elements of EI (i.e. self-emotion appraisal [SEA], use of emotion [UOE], regulation of emotion [ROE] and others’ emotion appraisal [OEA]) had a significant, positive effect on the cognitive-appraisal coping style, whereas only SEA and UOE had a significant, positive effect on the problem-solving coping style. Meanwhile, SEA had a significant, negative effect on the emotion-focused coping style. In addition, employees’ problem-solving and cognitive-appraisal stress-coping styles showed a significant, positive effect on their job satisfaction. Employees’ UOE and ROE demonstrated a significant, positive effect on job satisfaction.

The generalizability and, therefore, implications are limited to the Korean hotels and family restaurants. Future research needs to closely examine models and variables which may become the causes of individual traits, relationship traits and leadership.

Strategies to cope with stress and job satisfaction used by family restaurant employees showed more sensitive effects of control than hotel employees did in the organic causal relationships between EI and strategies to cope with stress/job satisfaction. The results of this study, which indicate that hospitality companies can increase employees’ job satisfaction by enhancing their employees’ EI, suggest detailed and practical alternatives to human resource management, as employees with higher degrees of EI can bring positive outcomes to both organizations and employees. Hospitality employees’ EI is significant in terms of organizational performance.

It is understood that the personality traits and intelligence levels of the tourist guides directly or indirectly affect their ability to solve the problems they encounter on tours. This study aims to test whether emotional intelligence has an intermediary effect on the problem-solving skills of professional tourist guides with perfectionist personality traits.

Field research was conducted within the study to analyze suggestions on the interaction of variables on an empirical basis, and data were collected using interview, document review and survey technique. Thus, the mixed-methods approach was used in the study. Within the scope of this study in which 410 professional tourist guides were surveyed, a substantial part of the research data was obtained through the application of the survey technique. Besides, interviews were carried out with 12 professional tourist guides. The clues obtained by the qualitative study were transformed into hypotheses within the scope of the quantitative study, and the intermediary effect was tested.

A relationship between the main themes, sub-themes and codes was determined within the framework of the qualitative method. As a result of the mediation test, it has been revealed that emotional intelligence has an intermediary role in the relationship between perfectionism and problem-solving skills. According to the results of bootstrapping, the indirect effect of emotional intelligence on perfectionism and problem-solving skills was found out to be significant.

The study acknowledged that positive perfectionism, high emotional intelligence and problem-solving skills contributed to the professional tourist guides being willing to provide better service. In tune with the assumption that the more the quality of the tours carried out through agencies increases, the more satisfied tourists are; the study implicated that it would be advisable for agencies to prioritize the trainings provided for their tour guides to enhance their positive perfectionist, emotionally intelligent personalities and problem-solving skills. Given that professional tourist guides may create a positive country image with the quality service they provide, the significance of such trainings stretch beyond the benefits of such organizations.

Relevant variables were analyzed with a mixed method and applied on professional tourist guides.

This study aims to investigate the specific role of the components of ability-based emotional intelligence (their relative importance) in building different aspects of career adaptabilities and job-search success of university students.

This study employed survey data from 729 full-time students enrolled in an Indian university. Hierarchical regression analyses were conducted to test the hypotheses, and the size of indirect effect was tested using SPSS PROCESS macro.

The ability-based emotional intelligence, along with the use and regulation of emotion in job-search success, plays a significant role in shaping career adaptabilities and job-search success. The ability to use and regulate emotions does have its impact on job-search success through a self-regulatory psychological resource of control and confidence over one's career. Self-emotional appraisal is necessary for an individual to be concerned for a career which forms the initiation of any job-search.

Ability-based approach of enhancing emotional intelligence allows the university students to take a developmental approach in employment. This approach benefits the more “targeted approach to training interventions” provided by various stakeholders in the university, associated with career and employment.

Further, the study focuses on the psychological difficulties (over operational) faced by students in their employment endeavour. Both emotions and psychological resources are believed to play an important role in the career intervention. For instance, past researches have studied trait-based emotional intelligence as a personality construct. However, this study considers emotional intelligence as an ability-based aspect of intelligence, which “readily lends itself to interventions that can be enhanced through targeted training, coaching or counselling”.

Emotional intelligence (EI) has a profound effect on the performance of tour guides, though past studies on the subject have neglected to examine the effects of EI on neither the overall nor specific pattern of tour guides' performance. This study examines the overall link between four dimensions of EI (self-emotion appraisal [SEA], others' emotion appraisal [OEA], use of emotions [UOEs] and regulation of emotions [ROEs]) and five dimensions of citizenship performance (helping, self-development, initiative, compliance and adaptability), ultimately identifying the relationship between EI factors and each dimension of tour guides' citizenship performance.

The data from 244 Jordanian tour guides were gathered through a quantitative survey. A confirmatory factor analysis (CFA) and multiple regression analysis were performed to analyze the data.

The results reveal that emotionally intelligent tour guides are more likely to have higher levels of citizenship performance. The most significant factors in determining extra-role behaviors by tour guides are “UOEs” and “others’ emotion appraisal (OEA)”.

This study equips different professional entities in the tour guide industry with useful, contextualized links between EI and citizenship performance. This assists in developing new accreditation policies and business practices to augment tour guides' citizenship professionalism, thereby maximizing their valuable contributions to tourism growth.

This study advances the tourism studies by establishing a new theoretical link between tour guides' EI and citizenship performance. The study also uncovers unique factors of EI that significantly determine tour guides' citizenship behaviors.

In spite of the observation that nurse managers’ style of authority in sub-Saharan Africa is one of antagonistic vibe and lordship, there is not much information on the kind of leadership provided in the hospitals by nurse managers. Following the notion that transformational leadership is a solution to many leadership problems and often creates valuable positive change in followers, this study aims to examine the level of transformational leadership behavior of nurse leaders; determining the effects of the sub-constructs of emotional intelligence (EI) on the transformational leadership behavior of leaders; and determining whether there is a difference in the exhibition of transformational leadership behavior due to the gender of leaders.

The study uses five of the major public hospitals in the Greater Accra Region (the capital) of Ghana. Evidence of such links would be considerable for Ghanaian healthcare providers in their quest to find potential nurse leaders to train, so as not to dwell highly on the seniority criterion in the selection of leaders. Using a quantitative approach, the Wong Law EI Scale (2002) and leadership items adapted from Rafferty and Griffin (2004) were used to collect the data. A descriptive statistics (mean) revealed that nurse leaders from the selected hospitals exhibited a high level (M= 3.90, SD = 0.14) of transformational leadership behavior.

A multiple regression analysis revealed that three of the sub-constructs of EI significantly affected transformational leadership with the “self-emotion appraisal” construct having the strongest effect on transformational leadership behavior (β = 0.508, p = 0.000). However, the others’ emotion appraisal sub-construct did not significantly affect transformational leadership. Furthermore, the results from the independent sample t-test revealed no significant difference in the exhibition of transformational leadership due to gender.

Based on the findings, when leaders are trained to be emotionally intelligent and their skills are fostered, they are more likely to exhibit transformational leadership behaviors, which will further result in organizational effectiveness and follower satisfaction. Hospitals must focus on the control of one’s emotions at work, and subsequently, understanding others’ emotions. In developing transformational leaders, there is the need to identify some tools that will increase EI level, more specifically, traits related to the understanding of others’ emotion. The findings from this study indicate that one of the factors to check when selecting nurse leaders should be their EI and not necessarily a matter of seniority in many cases in emerging economies.

The originality of this study is in the fact that it focuses on an emerging economy, which is under researched. In Ghana, the criteria for promotion of nurse leaders’ is based strictly on seniority and age and not on factors such as the leaders EI. The profession of nursing is such that leaders need to understand that certain soft skills such as EI are considered necessary to transform the hospitals and staff they lead. This study, therefore, sheds light on these key areas from the perspective of an emerging economy, which are usually not in the domain of literature in the area of healthcare leadership.

The current work explores the relationship between workplace ostracism, emotional intelligence (EI) and organizational change cynicism. This paper also aims to examine how dimensions of EI moderate the relationship between workplace ostracism and organizational change cynicism.

This study intends to examine the contribution of independent variable as well as moderating variable towards the outcome. Therefore, Pearson product–moment correlation and moderated regression analyses have been carried out to verify the hypotheses. To validate the tools upon the employees of India, authors have carried out measurement model analyses through AMOS and checked their composite reliability, convergent validity (average variance extraction [AVE]) and discriminant validity (square root of AVE). This study followed a simple random sampling technique with 276 employees (Male: N = 150, Mage = 34.34, female: N = 126, Mage = 31.57) from three manufacturing units of Odisha, an Eastern part of India.

Results showed that workplace ostracism was positively related to organizational change cynicism. However, only two dimensions of EI, namely, appraisal and regulation of self-emotion (ARSE) and other’s emotional appraisal were negatively related to organizational change cynicism. Moderated regression analysis indicates that positive relationship between workplace ostracism and organizational change cynicism is stronger for employees with low ARSE and other emotional appraisals than those with higher scores.

The researchers conclude this paper with inputs for developing a suitable training module on EI, specifically focusing on various emotional management skills.

To the best of the authors’ knowledge, this study is first of its kind on workplace ostracism and organizational change cynicism among Indian employees in the manufacturing sector. This study also examines the moderating role of EI on workplace ostracism and organizational change cynicism, which has been somehow inadequate in the present epoch.

Construction enterprises are achieving the goal of production safety by increasingly focusing on the critical factor of “human” and the impact of individual characteristics on safety performance. Emotional intelligence is categorized into three models: skill-based, trait-based and emotional learning systems. However, the mechanism of action and the internal relationship between emotional intelligence and safety performance must be further studied. This study intends to examine the internal mechanism of emotional intelligence on safety performance in construction projects, which would contribute to the safety management of construction enterprises.

A structural equation model exploring the relationship between emotional intelligence and safety performance is developed, with political skill introduced as an independent dimension, situational awareness presented as a mediator, and management safety commitment introduced as a moderator. Data were collected by a random questionnaire and analyzed by SPSS 24.0 and AMOS 26.0. The structural equation model tested the mediation hypothesis, and the PROCESS macro program tested the moderated mediation hypothesis.

The results showed that construction workers' emotional intelligence directly correlates with safety performance, and situational awareness plays a mediating role in the relationship between emotional intelligence and the safety performance of construction workers. Management safety commitment weakens the positive predictive relationships between emotional intelligence and situational awareness and between emotional intelligence and safety performance.

This research reveals a possible impact of emotional intelligence on safety performance. Adding political skills to the skill-based model of emotional intelligence received a test pass. Political skill measures the sincere and cooperative skills of construction workers. Using people as a critical element plays a role in the benign mechanism of “Emotional Intelligence – Situational Awareness – Safety Performance.” Improving emotional intelligence skills through training, enhancing situational awareness, understanding, anticipation and coordination and activating management environment factors can improve safety performance. Construction enterprises should evaluate and train workers' emotional intelligence to improve workers' situational awareness and safety performance.

Building on the premise that the CEO position is complex and challenging, and drawing on research on upper echelons, executive job demands and emotions, this study explores how chief executive officers' (CEOs’) perceptions of job-associated difficulty can influence negative emotional displays and subsequently hamper firm innovation. Additionally, the authors explore how CEOs with higher levels of emotional intelligence might mitigate the influence of job demands on negative emotional displays.

The authors conducted a two-stage survey with a sample of CEOs and top management team members from 120 small- and medium-sized firms operating in multiple industries in Colombia.

The authors found that CEOs' perceptions of job demands are positively associated with CEOs' displays of negative emotions, which in turn are negatively associated with firm innovation. The authors also find that two dimensions of emotional intelligence (self-appraisal and regulation) weaken the influence of CEO perceptions of job demands on CEO negative emotional displays.

The authors advance a novel perspective on the challenges of leading organizations by explaining the emotional implications of the CEO position, underscoring their repercussions for important organizational outcomes such as innovation and suggesting potential ways CEOs can handle the emotional consequences of their position.