A Dyadic Approach to Examining the Emotional Intelligence–Work Outcome Relationship: The Mediating Role of LMX

References

• Antonakis, J., Ashkanasy, N. M., & Dasborough, M. T. (2009). Does leadership need emotional intelligence? Leadership Quarterly, 20(2), 247–261.
   Web of Science ®Google Scholar
• Atwater, L., Waldman, D., Ostroff, C., Robie, C., & Johnson, K. M. (2005). Self-other agreement: Comparing its relationship with performance in the U.S. and Europe. International Journal of Selection and Assessment, 13, 25–40.
   Web of Science ®Google Scholar
• Bagozzi, R. P., & Yi, Y. (1990). Assessing method variance in multitrait-multimethod matrices: The case of self-reported affect and perceptions at work. Journal of Applied Psychology, 75(5), 547–560.
   Web of Science ®Google Scholar
• Blau, P. M. (1964). Exchange and power in social life. New York, NY: Transaction Publishers.
   Google Scholar
• Bollen, K. A., & Stine, R. A. (1992). Bootstrapping goodness-of-fit measures in structural equation models. Sociological Methods & Research, 21(2), 205–229.
   Web of Science ®Google Scholar
• Brayfield, A. H., & Rothe, H. F. (1951). An index of job satisfaction. Journal of Applied Psychology, 35(5), 307–311.
   Web of Science ®Google Scholar
• Byrne, D. E. (1971). The attraction paradigm. New York, NY: Academic Press.
   Google Scholar
• Chen, Z., Lam, W., & Zhong, J. A. (2012). Effects of perceptions on LMX and work performance: Effects of supervisors’ perception of subordinates’ emotional intelligence and subordinates’ perception of trust in the supervisor on LMX and, consequently, performance. Asia Pacific Journal of Management, 29(3), 597–616.
   Web of Science ®Google Scholar
• Clarke, N., & Mahadi, N. (2017). Differences between follower and dyadic measures of LMX as mediators of emotional intelligence and employee performance, well-being, and turnover intention. European Journal of Work and Organizational Psychology, 26(3), 373–384.
   Web of Science ®Google Scholar
• Cogliser, C. C., Schriesheim, C. A., Scandura, T. A., & Gardner, W. L. (2009). Balance in leader and follower perceptions of leader–member exchange: Relationships with performance and work attitudes. The Leadership Quarterly, 20(3), 452–465.
   Web of Science ®Google Scholar
• Conway, J. M. (2000). Distinguishing contextual performance from task performance for managerial jobs. Journal of Applied Psychology, 84(1), 3–13.
   Web of Science ®Google Scholar
• Cunningham, M. R. (1988). What do you do when you’re happy or blue? Mood, expectancies, and behavioral interest. Motivation and Emotion, 12(4), 309–331.
   Web of Science ®Google Scholar
• Dansereau, F., Graen, G., & Haga, W. J. (1975). A vertical dyad linkage approach to leadership within formal organizations: A longitudinal investigation of the role making process. Organizational Behavior and Human Performance, 13(1), 46–78.
   Web of Science ®Google Scholar
• Duarte, N. T., Goodson, J. R., & Klich, N. R. (1994). Effects of dyadic quality and duration on performance appraisal. Academy of Management Journal, 37(3), 499–521.
   Web of Science ®Google Scholar
• Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Ferris, G. R. (2012). A meta-analysis of antecedents and consequences of leader–member exchange: Integrating the past with an eye toward the future. Journal of Management, 38(6), 1715–1759.
   Web of Science ®Google Scholar
• Dvir, T., Eden, D., Avolio, B. J., & Shamir, B. (2002). Impact of transformational leadership on follower development and performance: A field experiment. Academy of Management Journal, 45(4), 735–744.
   Web of Science ®Google Scholar
• Edwards, J. R., & Parry, M. E. (1993). On the use of polynomial regression equations as an alternative to difference scores in organizational research. Academy of Management Journal, 36(6), 1577–1613.
   Web of Science ®Google Scholar
• Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader–member exchanges and employee outcomes. Journal of Applied Psychology, 90(4), 659–676.
   PubMed Web of Science ®Google Scholar
• Erdogan, B., & Liden, R. C. (2002). Social exchanges in the workplace: A review of recent developments and future research directions in leader–member exchange theory. In L. L. Neider & C. A. Schriesheim (Eds.), Leadership (pp. 65–114). Greenwich, CT: Information Age.
   Google Scholar
• Fleenor, J. W., McCauley, C. D., & Brutus, S. (1996). Self-other rating agreement and leader effectiveness. Leadership Quarterly, 7(4), 487–506.
   Web of Science ®Google Scholar
• George, J. M. (2000). Emotions and leadership: The role of emotional intelligence. Human Relations, 53(8), 1027–1055.
   Web of Science ®Google Scholar
• Gerstner, C. R., & Day, D. V. (1997). Meta-analytic review of leader–member exchange theory: Correlates and construct issues. Journal of Applied Psychology, 82(6), 827.
   Web of Science ®Google Scholar
• Gooty, J., & Yammarino, F. J. (2011). Dyads in organizational research: Conceptual issues and multilevel analyses. Organizational Research Methods, 14(3), 456–483.
   Web of Science ®Google Scholar
• Gooty, J., & Yammarino, F. J. (2013). The leader–member exchange relationship a multisource, cross-level investigation. Journal of Management, Published Online before Print September, 12, 2013.
   Google Scholar
• Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161–178.
   Web of Science ®Google Scholar
• Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader–member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219–247.
   Web of Science ®Google Scholar
• Hall, E. T. (1976). Beyond culture. Garden City, CA: Anchor.
   Google Scholar
• Heneman, R. L., Greenberger, D. B., & Anonyuo, C. (1989). Attributions and exchanges: The effects of interpersonal factors on the diagnosis of employee performance. Academy of Management Journal, 32(2), 466–476.
   Web of Science ®Google Scholar
• Homans, G. C. (1961). Social behavior: Its elementary forms. New York, NY: Harcourt, Brace and World.
   Google Scholar
• Huang, X., Chan, S. C. H., Lam, W., & Nan, X. (2010). The joint effect of leader–member exchange and emotional intelligence on burnout and work performance in call centers in China. International Journal Of Human Resource Management, 21(7), 1124–1144.
   Web of Science ®Google Scholar
• Jordan, P. J., & Troth, A. (2011). Emotional intelligence and leader member exchange: The relationship with employee turnover intentions and job satisfaction. Leadership & Organization Development Journal, 32(3), 260–280.
   Web of Science ®Google Scholar
• Karim, J. (2008). The relationship between emotional intelligence, leader–member exchange, and organizational commitment. Euro Asia Journal of Management, 18(2), 153–171.
   Google Scholar
• Kenny, D. A., Kashy, D. A., & Cook, W. L. (2006). Dyadic data analysis. New York, NY: Guilford Press.
   Google Scholar
• Kram, K. E., & Cherniss, C. (2001). Developing emotional competence through relationships at work. In C. Cherniss & D. Goleman (Eds.), The emotionally intelligent workplace (pp. 254–285). San Francisco, CA: Jossey-Bass.
   Google Scholar
• Law, K. S., Wong, C. S., & Song, L. J. (2004). The construct and criterion validity of emotional intelligence and its potential utility for management studies. Journal of Applied Psychology, 89(3), 483–496.
   PubMed Web of Science ®Google Scholar
• Ledermann, T., Macho, S., & Kenny, D. A. (2011). Assessing mediation in dyadic data using the actor–partner interdependence model. Structural Equation Modeling: A Multidisciplinary Journal, 18(4), 595–612.
   Web of Science ®Google Scholar
• Liden, R. C., & Maslyn, J. M. (1998). Multidimensionality of leader–member exchange: An empirical assessment through scale development. Journal of Management, 24(1), 43–72.
   Web of Science ®Google Scholar
• Liden, R. C., Sparrowe, R. T., & Wayne, S. J. (1997). Leader–member exchange theory: The past and potential for the future. In G. R. Ferris (Ed.), Research in personnel and human resources management (Vol. 15, pp. 47–119). Greenwich, CT: JAI.
   Google Scholar
• Lindell, M. K., & Whitney, D. J. (2001). Accounting for common method variance in cross-sectional researchdesigns. Journal of Applied Psychology, 86(1), 114–121.
   PubMed Web of Science ®Google Scholar
• Little, L. M., Gooty, J., & Williams, M. (2016). The role of leader emotion management in leader–Member exchange and follower outcomes. Leadership Quarterly, 27(1), 85–97.
   Web of Science ®Google Scholar
• Little, L. M., Kluemper, D., Nelson, D. L., & Gooty, J. (2012). Development and validation of the interpersonal emotion management strategies scale. Journal of Occupational and Organizational Psychology, 85, 407–420.
   Web of Science ®Google Scholar
• Lord, R., & Maher, K. (1991). Leadership and information processing: Linking perceptions and performance. New York, NY: Routledge.
   Google Scholar
• Martin, R., Thomas, G., Charles, K., Epitropaki, O., & McNamara, R. (2005). The role of leader–member exchanges in mediating the relationship between locus of control and work reactions. Journal of Occupational and Organizational Psychology, 78(1), 141–147.
   Google Scholar
• Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA: Sage.
   Google Scholar
• Motowidlo, S. J. (2000). Some basic issues related to contextual performance and organizational citizenship behavior in human resource management. Human Resource Management Review, 10(1), 115.
   Google Scholar
• Nikolaou, I., & Tsaousis, I. (2002). Emotional intelligence in the workplace: Exploring its effects on occupational stress and organizational commitment. International Journal Of Organizational Analysis, 10(4), 327–342.
   Google Scholar
• Ordun, G., & Acar, A. B. (2014). Impact of emotional intelligence on the establishment and development of high quality leader member exchange (LMX). Advances in Management and Applied Economics, 4(2), 111–129.
   Google Scholar
• Organ, D. W. (1997). Organizational citizenship behavior: It’s construct clean-up time. Human Performance, 10(2), 85.
   Web of Science ®Google Scholar
• Organ, D. W., Podsakoff, P. M., & MacKenzie, S. B. (2006). Organizational citizenship behavior: Its nature, antecedents, and consequences. Thousand Oaks, CA: Sage.
   Google Scholar
• Phillips, A. S., & Bedeian, A. G. (1994). Leader–follower exchange quality: The role of personal and interpersonal attributes. Academy of Management Journal, 37(4), 990–1001.
   PubMed Web of Science ®Google Scholar
• Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.
   PubMed Web of Science ®Google Scholar
• Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891.
   PubMed Web of Science ®Google Scholar
• Salovey, P., & Mayer, J. D. (1989). Emotional Intelligence. Imagination, Cognition, and Personality, 9(3), 185–211.
   Google Scholar
• Scandura, T. A., & Graen, G. B. (1984). Moderating effects of initial leader–member exchange status on the effects of a leadership intervention. Journal of Applied Psychology, 69(3), 428–436.
   Web of Science ®Google Scholar
• Sears, G., & Holmvall, C. (2010). The joint influence of supervisor and subordinate emotional intelligence on leader–member exchange. Journal of Business & Psychology, 25(4), 593–605.
   Web of Science ®Google Scholar
• Shanock, L., Baran, B., Gentry, W., Pattison, S., & Heggestad, E. (2010). Polynomial regression with response surface analysis: a powerful approach for examining moderation and overcoming limitations of difference scores. Journal of Business & Psychology, 25(4), 543–554.
   Web of Science ®Google Scholar
• Sin, H.-P., Nahrgang, J. D., & Morgeson, F. P. (2009). Understanding why they don’t see eye to eye: An examination of leader–member exchange (LMX) agreement. Journal of Applied Psychology, 94(4), 1048–1057.
   PubMed Web of Science ®Google Scholar
• Smith, M. L. (2006). Emotional intelligence, leader–member exchange and individual contributions to organizational social capital. In G. B. Graen (Ed.), Sharing network leadership. Greenwich, CT: Information Age. pp. 169–189.
   Google Scholar
• Swann, W. B. (1987). Identity negotiation: Where two roads meet. Journal of Personality and Social Psychology, 53(6), 1038–1051.
   PubMed Web of Science ®Google Scholar
• Sy, T., Tram, S., & O’Hara, A. L. (2006). Relation of employee and manager emotional intelligence to job satisfaction and performance. Journal of Vocational Behaviour, 68, 461–473.
   Web of Science ®Google Scholar
• Tse, H. H. M., Huang, X., & Lam, W. (2013). Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective. Leadership Quarterly, 24(5), 763–776.
   Web of Science ®Google Scholar
• Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative approaches to the employee-organization relationship: Does investment in employees pay off? Academy of Management Journal, 40(5), 1089–1121.
   Web of Science ®Google Scholar
• Uhl-Bien, M., Graen, G. B., & Scandura, T. A. (2000). Implications of leader–member exchange (LMX) for strategic human resource management systems: Relationships as social capital for competitive advantage. Research in Personnel and Human Resources Management, 18, 137–186.
   Google Scholar
• Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601–617.
   Web of Science ®Google Scholar
• Williams, L. J., & Brown, B. K. (1994). Method variance in organizational behavior and human resources research: Effects on correlations, path coefficients, and hypothesis testing. Organizational Behavior and Human Decision Processes, 57(2), 185–209.
   Web of Science ®Google Scholar
• Williams, L. J., Hartman, N., & Cavazotte, F. (2010). Method variance and marker variables: A review and comprehensive CFA marker technique. Organizational Research Methods, 13(3), 477–514.
   Web of Science ®Google Scholar
• Wong, C.-S., & Law, K. S. (2002). The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. Leadership Quarterly, 13(3), 243–274.
   Web of Science ®Google Scholar
• Yukl, G. (2006). Leadership in organizations (6th ed.). Upper Saddle River, NJ: Prentice Hall.
   Google Scholar