Relationship between employee performance, leadership styles and emotional intelligence in an organization

Abstract

The interest in great leaders keeps growing in modern occasions, as society and technology are becoming growing in more complexes. The ever altering organizational atmosphere needed leaders who are able to satisfy the challenges and demands of organizations functioning in competitive complex conditions, with world open for trade. This study looks into the relationship between worker performances, leadership styles and emotional intelligence within an organization. Information was collected, using three instruments, from the sample of 30leaders and150 raters. The Multifactor Leadership Questionnaire was utilized to look for the leadership style of the leaders in the organization. Worker performance was taken and recorded while using organization's performance evaluation process and the ECP factors are used to measure emotional intelligence. Leadership and emotional intelligence were recognized as the independent variables and worker performance as the dependent variable. Data acquired from each one of the research instruments ended up being statistically examined. Through linear regression analysis, and it has come to conclusion from the study that there's a substantial relationship between worker performance as well as an emotional intelligent, transactional leader. However, no significant linear relationship was discovered between worker performance as well as an emotional intelligent, transformational leader.

Job Satisfaction as the Mediator Between a Learning Organization and Organizational Commitment Among Lecturers

“…This current study revealed the paramount role of Job satisfaction as the mediator on the relationship between learning organization and Organizational commitment. This expanded the role of Job satisfaction as the mediator as found in other studies (Claudia, 2018;Fitriyana et al, 2016;Sakiru et al, 2018). The close and strong correlations between job satisfaction and organizational commitment had shown that these two concepts, while conceptually different, did share many similarities in the antecedents.…”

“…Along with other studies that had shown that job satisfaction acted as a mediator on the impacts of other crucial variables such as job engagement and leadership, this study reinforced the dire need for management to identify ways to boost the job satisfaction of lecturers (Li et al, 2017;Sakiru et al, 2018). Therefore, job satisfaction was paramount not only to enhance organizational commitment of lecturers, it could buffer the impact of learning organization as well.…”

“…They are the ones that decide how much of the organizational resources will be invested in the CPD of the employees. This is also shown in the study by Sakiru et al (2018) that found job satisfaction completely mediated the relationship between leadership and organizational commitment. Employees are more likely to experience higher levels of job satisfaction and organizational commitment when their ideologies and views resonate with the leadership of their management.…”

“…Ashraf (2020) found that job satisfaction not only fully mediated the relationship between compensation structure and organizational commitment, but, it also partially mediated the relationship between demographic factors and organizational commitment of lecturers. In fact, numerous other studies have proven that job satisfaction indeed plays a crucial role in strengthening the positive impact of job engagement, leadership, learning climate, organizational culture, organizational support, school climate, work-life balance on the organizational commitment of educators (Claudia, 2018;Fitriyana et al, 2016;Sakiru et al, 2018). At the same time, job satisfaction will weaken the impact of job insecurity on organizational commitment as well (Li et al, 2017).…”