Suchergebnisse

Purpose
– The purpose of this paper is to explore the associations between emotional intelligence (EI) and both political skill and job satisfaction, as well as the possibility that political skill mediates the relationship between EI and job satisfaction.


Design/methodology/approach
– The data, collected from a sample of 368 employees, were analyzed using structural equation modeling.


Findings
– EI was positively related to political skill and job satisfaction. In addition, the findings show that political skill mediates the relationship between EI and job satisfaction.


Research limitations/implications
– The research highlights the importance of EI and political skill in the workplace.


Practical implications
– EI training may be employed by organizations and human resource managers to enhance employees' EI.


Originality/value
– Not enough research attention has been paid to exploring the interplay between EI and organizational politics. The current study clarifies the relationship between EI and political skill in the work arena. Moreover, this study found political skill to be a mediator in the relationship between EI and job satisfaction. Given that in the main the literature has neglected the possibility that political skill might act as a mediator and/or affect work attitudes/behaviors, findings from the current study broaden the scope through which the role of political skill in the workplace can be viewed.

PurposeThe current study aims to examine the relationship between emotional intelligence and perceived organizational justice, and how the interplay between them influences turnover intentions.Design/methodology/approachA sample of 368 employees from a financial organization was used to test the research model and hypotheses. Archival information regarding participants' actual turnover was also acquired.FindingsEmotional intelligence was positively related to perceived organizational justice and negatively related to turnover intentions. Furthermore, perceived organizational justice fully mediated the relationship between emotional intelligence and turnover intentions. The archival data concerning employees' actual turnover was significantly related to the self‐report turnover intentions.Practical implicationsEmotional intelligence training may be a powerful tool that organizations and human resource managers can employ to enhance perceived organizational justice and reduce employees' turnover.Originality/valueThis research broadens the scope through which the contribution of emotional intelligence in the workplace can be viewed. Findings from the current study advance our understanding of the process by which emotional intelligence affects employees' perceptions and attitudes.

Readers are invited to a rendezvous with the meaning of the heart and emotions in public administration. Despite the growing interest in recent years in emotional intelligence within the managerial literature, too little has been written about emotional intelligence within the public sector. This is surprising in light of New Public Management voices that stress flexibility, responsiveness, and a focus on the needs and demands of citizens. The functionality of the heart in a mind‐oriented bureaucracy is analyzed, and a model is suggested for exploring the relationship between emotional intelligence, organizational politics, and employees' performance in public agencies. This model is empirically tested in two Israeli municipalities. The results support a moderating role of emotional intelligence in the relationship between organizational politics and emotional commitment, as well as between organizational politics and employees' absenteeism. Other direct mediating effects of political perceptions and skills are noted. Implications for theory development, future empirical studies, as well as practical recommendations are suggested.