Relationship between Emotional Intelligence of Managers and Job Attitudes of Employees: A Study on the Working MBA Students in Chottogram City

Abstract

Purpose: This study aims to explore the relationship between emotional intelligence of managers and job attitudes (such as job satisfaction, organizational commitment, job involvement, perceived organizational support, and employee engagement) of employees to understand the employees' emotions and feelings by managers in the workplace. Design/methodology/approach: Data were collected from 196 working MBA students in Chattogram city through a printed survey instrument. The research hypotheses were designed in support of conservation of resources (COR) theory, job demands-resources (JD-R) theory, organizational support theory (OST), social exchange theory (SET). The data were analyzed using descriptive statistics, bivariate correlation, and regression analysis. Findings: Results demonstrated a significant positive relationship between emotional intelligence and job attitudes (such as job satisfaction, organizational commitment, job involvement, perceived organizational support, and employee engagement). Implications: Mangers can apply their emotional intelligences to improve employees' job attitudes and can have a useful insight on how employees' commitment level can be increased through understanding employees' feelings and emotions.Originality/value: In recent years, several studies have been conducted separately to examine the impact of managers' emotional intelligence on employees' job attitudes namely job satisfaction, organizational commitment, job involvement, perceived organizational support, and employee engagement. This study aims to show the relationship between emotional intelligence of managers and job attitudes of employees in the workplace from the context of Bangladesh.

The Moderating Role of Gender Between Job Satisfaction and Organisational Commitment in Ghanaian Colleges of Education

“…Organisations on the other hand place a tremendous deal of emphasis on the outcomes of organisational commitment. The idea that employees who feel connected to their organisations work harder and perform better is likely the driving force behind this interest in organisational commitment (Akter, Rahman, Al-Amin, & Ferdausy, 2021;Celep, 2000;Mathieu & Zajac, 1990) A study on the link between gender and teachers' organisational commitment is investigated in a meta-analysis (Dalgic, 2014). The link was examined both generally and in terms of the organisational commitment's three subdimensions: affective, continuance, and normative.…”