A Study of Emotional Intelligence Levels in Hospitality Industry Professionals

Scott-Halsell, Sheila; Blum, Shane C.; Huffman, Lynn

doi:10.1080/15332840802156873

Cited by 31 publications

(26 citation statements)

References 35 publications

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“…Empirical studies have demonstrated that leaders with high EI show strong work attitudes and altruistic behaviors (Carmeli, 2003) and as a result, the employees share their leaders' positive emotions, resulting in higher task satisfaction and performance (Wong and Law, 2002). Leaders with high levels of EI, who tend to efficiently communicate their vision and passion with their employees, facilitate their employees' job performance by regulating the emotions that cultivate more self-confidence and the ability to quickly recover from job stress (Scott-Halsell et al, 2008).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Effect of restaurant manager emotional intelligence and support on front-of-house employees’ job satisfaction

Han

Kim

Kang

2017

IJCHM

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Purpose This study aims to investigate the influence of restaurant manager’s emotional intelligence (EI) and manager support on service employees’ attitudes and performance by applying affective event theory. Design/methodology/approach The multi-level research approach incorporates three different levels of analysis: employees’ job satisfaction and service performance; manager’s EI and support; and) restaurant unit level service under pressure. Data were collected from wait staff employed in full-service restaurants in the southeastern region of the USA. This research uses the hierarchical linear model to process the survey data. Findings The findings indicate that manager EI and support have a significant impact on employees’ job satisfaction, and further leads to high levels of service performance. The moderating effect of service under pressure between leader’s EI and employees’ job satisfaction is not statistically significant. Practical implications Results suggest practical management implications to restaurant managers and frontline service employees. This study’s research findings imply management training and development programs should help managers regulate their own and better understand service employees’ emotions. Findings further highlight the important role manager support has upon employee’s job satisfaction and frontline service performance. Originality/value The present study offers a comprehensive perspective to better understand the variation of employees’ job satisfaction that arises from three different sources: between individuals, between teams and between restaurants. The findings also provide new insight into EI scale development.

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Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Effect of restaurant manager emotional intelligence and support on front-of-house employees’ job satisfaction

Han

Kim

Kang

2017

IJCHM

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“…The ability to use, understand, perceive and manage emotions can influence employee performance. Studies have shown the positive effects of EI on both in-role and extrarole performance (Antonakis, 2004;Lee and Ok, 2012;Cote and Miners, 2006;Hui-Hua and Schutte, 2015;Scott-Halsell et al, 2008), suggesting that employees with high EI have a competitive advantage in the workplace. EI is considered particularly influential in the encouragement of voluntary behaviours such as OCB which are influenced by emotional characteristics (Bozionelos and Singh, 2017;Organ and Konovsky, 1989;Wong and Law, 2002).…”

Section: Emotional Intelligence and Ocb Among Service Employeesmentioning

confidence: 99%

Exploring the direct and indirect effects of emotional intelligence and frequency of customer contact on organisational citizenship behaviours among hotel employees in Mexico

Santos

Mustafa

Cantu

2018

IJWOE

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In the hotel industry, organisational effectiveness and service quality are highly dependent on front-of-house employees' positive interactions with customers, and their willingness to engage in organisational citizenship behaviours (OCB). Various studies have identified the ability of employees to manage their own emotions and those of others as a key means of understanding how and why employees engage in OCB. The present study seeks to shed light on how the underlying mechanisms of emotional intelligence (EI) and the nature of job role through the frequency of interactions with customers could be of benefit to service orientated organisations. Empirical evidence was drawn from a sample of 179 front-of-house employees from a 4-star Mexican hotel chain. A series of multiple hierarchical regressions revealed that when employees experience high levels of customer contact and engage in high levels of emotion regulation, this can have a detrimental effect on their OCB. The findings underscore the importance of the role of work and job context in influencing the EI and OCB relationship.

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“…Improving one's EI seems to be a prerequisite to leveraging a sense of self-awareness, controlling one's own emotions, and bringing about satisfactory results in work and organizations (Humphreya et al, 2007). Numerous studies also support that EI can be learned, enhanced and developed through proper training techniques such as lecture, exercises, discussion, workshop or role play (Goleman, 1998;Boyatzis and Saatcioglu, 2008;Scott-Halsell et al, 2008;Blank, 2008;Dimitriades, 2008;Dulewicz and Higgs, 2004;Boyatzis et al, 1995;Mayer and Salovey, 1997). However, relatively little existing literature has discussed how EI competencies are developed (Wong et al, 2007).…”

Section: Ei and Emotional Learningmentioning

confidence: 99%

Prioritizing emotional intelligence training needs using optimal globalization grey relational analysis

Tang

Yin

2013

Journal of Modelling in Management

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Purpose -The aim of this paper is to demonstrate the application of optimal globalization grey relational analysis (GGRA) as a workable decision-making tool to prioritize emotional intelligence (EI) training needs of specific groups of academic leaders. Design/methodology/approach -The study involved administrating the emotional skills assessment process to 50 academic leaders in the USA and 50 in Taiwan. Optimal GGRA was utilized to prioritize EI training needs of the two distinct groups of academic leaders. Findings -Results of the optimal GGRA suggest that context-specific EI interventions focusing on enhancing weak areas of emotional competency are made possible through optimal globalization grey analysis. Practical implications -Optimal GGRA is introduced as a valid decision-making technique for planning effective EI interventions. The results have implications for designing training courses targeting on enhancing weak areas of emotional competency. Originality/value -The utility of optimal GGRA as a decision-making tool to prioritizing training needs for the two cultural groups of academic leaders in the study aims at going beyond the narrow psychometric perspectives of measurements on leadership potentials and reaching out to practical approaches to leadership development and training.

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A Study of Emotional Intelligence Levels in Hospitality Industry Professionals

Cited by 31 publications

References 35 publications

Effect of restaurant manager emotional intelligence and support on front-of-house employees’ job satisfaction

Effect of restaurant manager emotional intelligence and support on front-of-house employees’ job satisfaction

Exploring the direct and indirect effects of emotional intelligence and frequency of customer contact on organisational citizenship behaviours among hotel employees in Mexico

Prioritizing emotional intelligence training needs using optimal globalization grey relational analysis

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