Emotional intelligence, leadership style and organizational climate

Maamari, Bassem E.; Majdalani, Joelle F.

doi:10.1108/ijoa-04-2016-1010

Cited by 76 publications

(78 citation statements)

References 69 publications

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“…Thus, most of the answers are related to creating the right environment, virtual or not, for groups of employees to interact and exchange ideas and knowledge in an informal and open way: events and other activities, shared spaces, volunteer activities, interaction platforms, sharing ideas, personal discussions. The responses of the participants to these two questions validate the qualitative evolution of talent management in the direction of stating that it is the responsibility of companies to activate talents (gifts) into their employees through the creation of the most appropriate, open, informal, and friendly work environments, spaces and cultures [5,9,11,15,41,49,50,56,58,59,61,62,69,74,86,[115][116][117][118]. Taking into consideration that the practice of reverse mentoring is based on knowledge transfer from mentor to mentee or between them, questions Q7 and Q9 had the same purpose-to identify ideas of content knowledge that can be transferred through reverse mentoring.…”

Section: The Personal Opinions and Suggestions About Potential Ways Tmentioning

confidence: 82%

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

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In the present generational context, talent management approaches and practices have evolved from the stage of "war for talent", defined by competitiveness and elitism, to a more collaborative and inclusive "post-war stage". Innovative solutions are increasingly important. In this framework, the main aim of the paper is to confirm that reverse mentoring, a talent management practice which appeared as a response to the necessity to bridge the present generational gap, can be considered a valuable approach in hospitality. Two case studies on the successful implementation of reverse mentoring in Swiss hospitality are presented: the Shadow Comex (Accor) and the ExCom-Y (Mövenpick). Results of a focus-group discussion on the topic of identifying the attitudes and opinions of Romanian employees regarding the implementation of reverse mentoring in hotels are further analyzed. Results support the idea that reverse mentoring has developed and offers great potential for innovation. The present study offers interesting and useful ideas to companies in hospitality on how to implement reverse mentoring. Results from the group discussion demonstrate that Romanian employees have high expectations and innovative approaches regarding the implementation of reverse mentoring, similar to the employees from Switzerland, but they lack trust in their employers regarding the real possibility to implement it.

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Section: The Personal Opinions and Suggestions About Potential Ways Tmentioning

confidence: 82%

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Cismaru

Iunius²

2019

Sustainability

View full text Add to dashboard Cite

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“…Obeidat, Mitchell, and Bray (2016) • High performance work practices positively impact organizational performance. Maamari and Majdalani (2017) • Higher the emotional intelligence of both employees and superior, better is the communication, job performance and lower is the employee turnover. Bozionelos and Singh (2017) • The quadratic equations between trait emotional intelligence and job performance in UAE organizations provide a more accurate picture of how trait EI relates to job performance than linear equations.…”

Section: Iles Et Al (2012)mentioning

confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

et al. 2018

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Based on a robust structured literature analysis, this paper highlights the key developments in the field of human resource management (HRM) in the Middle East. Utilizing the institutional perspective, the analysis contributes to the literature on HRM in the Middle East by focusing on four key themes. First, it highlights the topical need to analyze the context-specific nature of HRM in the region. Second, via the adoption of a systematic review, it highlights state of development in HRM in the research analysis set-up. Third, the analysis also helps to reveal the challenges facing the HRM function in the Middle East. Fourth, it presents an agenda for future research in the form of research directions. While doing the above, it revisits the notions of Buniversalisticâ nd Bbest practice^HRM (convergence) versus Bbest-fit^or context distinctive (divergence) and also alternate models/diffusion of HRM (crossvergence) in the Middle Eastern context. The analysis, based on the framework of cross-national HRM comparisons, helps to make both theoretical and practical implications.

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“…Therefore, if a leader can create a great workplace, it will increase employees' productivity. Several studies [27][28][29] point out the positive impact of leadership style on the organizational climate. There is, however, a lack of research with the Mongolian population and specifically Mongolian government employees.…”

Section: Organizational Climate (Oc)mentioning

confidence: 99%

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

et al. 2018

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People try to find the role of government in today’s modern society. Citizens of any country look forward to benefit from government services. Although the government implements laws and policies in all areas of society, people only know about it through government’s services. We describe a good government’s service of organization, department, unit, and division that has an appropriate human strategy. Purpose: Purpose of this study is to investigate which factors have been missing that connects and maintains the sustainability between the leadership style and employees’ satisfaction in the government sector of Mongolia. More specifically, the purpose of the study is to investigate the missing link between leadership style and job satisfaction among Mongolian public sector employees. This study reiterates the mediating role of organizational climate (OC) and work style (WS) in a new proposed model. Methodology: The questionnaire is designed by a synthesis of existing constructs in current relevant literature. The research sample consisted of 143 officers who work in the primary and middle units of the territory and administration of Mongolia. Factor analysis, a reliability test, a collinearity test, and correlation analyses confirm the validity and reliability of the model. Multiple regression analysis, using Structural Equation Modeling (SEM), tests the hypotheses of the study. The sample of this study is chosen from the public organization. Mongolia is a developing country. This country needs good public leaders who can serve citizens. This study will be extended further. In addition, Mongolia really needs sufficient studies. Practical implications: This study has several important implications for studies related to organizational behavior and job satisfaction. Furthermore, the implications of these findings are beneficial to organizations aimed at improving policies and practices related to organizational behavior and human resource management. Regulators and supervisors of private or public organizations aiming to increase the level of their employees’ job satisfaction will also benefit from the findings. Therefore, this study’s new proposed model can be the basis of fundamental research to build a better human resource policy. Although the leadership style is an influential factor for job satisfaction, this study identifies the mediating missing links between the leadership style and employees’ job satisfaction. Findings: The findings of this research indicate that the organizational climate and work style complement and fully mediate the relationship between leadership style and job satisfaction. An appropriate leadership style is most effective when it matches the organizational climate as well as employees’ work style. Furthermore, a suitable organizational climate will increase the level of job satisfaction. If the work style of employees is respected and taken into consideration, the leadership style can find its way into job satisfaction. Originality/value: This study is the first to understand the motivators of job satisfaction in the government sector of Mongolia. This study suggests valuable findings for executive officers who are junior and primary unit’s officers of the register sector of government in Mongolia. The findings of this study help managers and executives in their effort develop and implement successful human resource strategies.

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Emotional intelligence, leadership style and organizational climate

Cited by 76 publications

References 69 publications

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

Bridging the Generational Gap in the Hospitality Industry: Reverse Mentoring—An Innovative Talent Management Practice for Present and Future Generations of Employees

The state of HRM in the Middle East: Challenges and future research agenda

Organizational Climate and Work Style: The Missing Links for Sustainability of Leadership and Satisfied Employees

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