Journal of Organizational Psychology

Emotional Intelligence as a Key to High Performance Organizations: An Expository Analysis of the Literature

Michael J. Davis — Sun, 08 Dec 2024 00:00:00 -0500

The utility of emotional intelligence has been researched as both a discreet individual ability, and a performance enhancing quality within organizations. This expository analysis synthesizes the existing literature on the value and utility of emotional intelligence within organizations, focusing on enhanced ethics, improvement of leadership capabilities and outcomes, reduction of turnover, enhancement of cross-cultural understanding, reduction of stress, dispute resolution, and employee promotion. The origin and development of emotional intelligence as a behavioral theory is illustrated and its application to the organizational environment is systematically analyzed, with particular note of gaps in the literature and definitional difficulties identified.

Hybrid Shifts, Leadership Lifts: How Change Leadership Can Make a Difference in Employees’ Change-Supportive Behavior During the Transition to Hybrid Working Models Since COVID-19

Christin Helen Cowden, Sonja Zaar — Sun, 08 Dec 2024 00:00:00 -0500

The transition to hybrid working models since COVID-19 has posed significant challenges for organizations, particularly in securing employees’ support. This study investigates how change leadership shapes the latter, focusing on the interplay with leader-member exchange (LMX) and organizational identification. Using data from 282 knowledge workers across industries and ordinary least squares regression, we show a positive relationship between change leadership and change-supportive behavior mediated by LMX. Surprisingly, organizational identification negatively moderates this relationship, revealing a 'ceiling effect' where highly identified employees' intrinsic motivation diminishes the impact of change leadership. These findings provide valuable guidance for the navigation of effective change.

Competency of Successful Professional Trainers in Thailand in the Disruption Era

Wasita Boonsathorn, Arthur L. Dryver, Pattarapong Burusnukul — Sun, 08 Dec 2024 00:00:00 -0500

Current disruption era necessitates ongoing skill development for HR through training. Competency of professional trainers is key to training success. In-depth interviews with training managers, professional trainers, and training attendees revealed three components of competency - traits, knowledge, and skills. Traits comprised attitude (i.e., great heart and growth) and personality (i.e., passionate, accessibility, signature, and suitable to audience). Knowledge comprised expertise (i.e., content expertise and company/industry expertise) and experience (i.e., work experience and life experience). Skills comprised learning design skills (i.e., application of appropriate techniques and stakeholder-centered design), delivery skills (i.e., application-oriented and persuasive and inspiring), and developing business skills/entrepreneurship.

Linking in With Recruiters: How Does LinkedIn Profile Information Impact Ratings of Potential Applicants?

Lesly R. Krome, Alexander T. Jackson, Kaylee Miller — Mon, 09 Dec 2024 00:00:00 -0500

Two studies were conducted manipulating LinkedIn applicant profiles to examine job-hopping bias. The LinkedIn member was shown to be 1) a job-hopper or not, 2) Black or White, and 3) male or female. Hiring professionals rated the applicant profiles on several dimensions. In Study 1 (N = 200), there was no effect of race or gender, but job-hoppers were rated as less qualified and committed to the organization and less likely to be hired. In Study 2 (N = 231), job-hoppers were additionally found to be less trustworthy and there was a significant interaction of race and job-hopper status.

Understanding Narcissism in the Workplace: The Dual Impact of Self-Efficacy and Political Skill on Attitudes and Performance

Maggie M. Davis, Matt C. Howard — Sun, 08 Dec 2024 00:00:00 -0500

This study examines cognitive and behavioral mechanisms that explain why narcissism leads to positive and negative workplace outcomes. By sampling 296 working adults in the United States at three time points, we tested the model using partial least squares structural equation modeling. Drawing from social cognitive theory, we explore how grandiose and vulnerable narcissism influence workplace attitudes and behaviors, including organizational commitment, citizenship behavior, and workplace deviance. Our findings reveal that these differences are mediated through the serial mechanisms of self-efficacy and political skill. By highlighting the role of self-concept and social effectiveness skills in shaping narcissistic employees’ workplace behaviors, this study contributes to a deeper theoretical understanding of the factors motivating their engagement in positive workplace contributions versus unethical workplace behaviors.