Self-efficacy and emotional intelligence

Abstract

Purpose This study aims to examine empirically the effect of emotional intelligence of the team, as calculated by the average of all team members’ individual emotional intelligence measurements, on the cohesiveness of the team, and the effect of the perception of self-efficacy of the team members on the relationship between emotional intelligence and team cohesion. Finally, certain financial indicators were analyzed to evaluate team performance. Design/methodology/approach This study used quasi-experimental design. Participated in the experiment a total of 146 students (35 teams) who were senior business major students in the mid-sized university in the USA. In the experiment, the participants played a business simulation game over an eight-year simulated time frame. After the final round of the simulation game, the variables of emotional intelligence, self-efficacy and team cohesion were measured using the survey questionnaire and team performance and participation data were collected from the business simulation game. In the support of the quantitative data analysis, the current study also collected and analyzed qualitative data comments on other group members’ contribution to the group task. Findings Results indicated that team cohesion was highest when team members demonstrated greater emotional intelligence. Self-efficacy also had a positive influence on team cohesion. High self-efficacy was found to be an important mediator of the relationship between emotional intelligence and team cohesion. High emotional intelligence promoted the development of self-efficacy, resulting in increased team cohesion. Increased team cohesion resulted in improved team performance and participation. Research limitations/implications The current study has several limitations. First, the sample is mostly business major students in the mid-sized university in the USA. There is a limitation in generalizing the findings into other populations. Second, this study accessed information on 35 teams comprising a total of 146 students. While the number of students and teams is sufficient for a study, more data would improve the robustness of the results. Third, this study collected and analyzed cross-sectional data, so there is the possibility for the reversed causal relationship in the findings. Although the authors concluded that team cohesion had a positive impact on team performance and participation, they also found the reverse relationship from the additional analysis. Fourth, the validity of the construct for emotional intelligence has some detractors, mainly because of the subjective nature of the measurement that tends to overlap existing personality measures and the objective measurement which involves a consensual scoring method with poor reliability. Practical implications This paper implies practical strategies to manage teams and team members for enhanced team productivity. Teams are critical resources within companies. This study demonstrates that high team cohesion leads to better team performance. As team cohesion is important for team performance, the authors found that two antecedents for team cohesion are emotional intelligence and self-efficacy within team members. Therefore, it is important for managers to hire and select team members with high levels of emotional intelligence and self-efficacy. Managers can train employees to internalize increased levels of these traits. Originality/value The current study demonstrated that self-efficacy mediated emotional intelligence and team cohesion during a research project lasting one semester. There have been few studies examining the mediating effect of self-efficacy on the relationship between emotional intelligence and team cohesion. In particular, unlike many other studies that use short-term laboratory experiments, the duration of this study could provide enough time to more thoroughly develop cohesion among members. The current study collected both quantitative and qualitative data. In addition to the quantitative data analysis, the analysis of qualitative data reinforced the findings of the quantitative data analysis.

Assumption Validation Process for the Assessment of Technology-Enhanced Learning

“…However, participants in this study may not have spent the time needed to get to know each other well enough to have become a cohesive team, thereby decreasing the influence of team efficacy on KS results. Antecedents for team cohesion are emotional intelligence and team member self-efficacy (Black et al, 2019).…”

Effect of Accounting Information Systems, Teamwork, and Internal Control on Financial Reporting Timeliness

“…Also, it is an important element in achieving the vision and mission of the company. Therefore, teamwork can determine the timeliness of degree submissions (Black et al, 2018;Costa et al, 2014).…”

“…On the contrary, when there is cooperation in a team, this condition can create a pleasant working and cooperating atmosphere for the existence of maximum achievements according to available data and information (Castner, 2012;Liaw et al, 2019). (Black et al, 2018;Jin et al, 2019) reported that teamwork is a reflection of the work coordination process, which helps to optimally achieve the goal. Furthermore, it can improve communication in every part of the entity (Solansky et al, 2017).…”

“…As a benchmark for cooperative business progress, the management can present financial reports to meetings of members and other entities (Esho, 2001;Jovanović et al, 2017). However, the timeliness of the reports is closely related to the reliability of the system (Donnell, 2019) and the existence of teamwork (Black et al, 2018;Jin et al, 2019), as well as effective supervision by the supervisory board (Ayamga & Bagina, 2019;Susanti, 2018). Therefore, this study examines the accounting information system, teamwork, and internal control that affect the timeliness of financial statement submission.…”

Employee Performance Optimization Through Transformational Leadership, Procedural Justice, and Training: The Role of Self-Efficacy

“…The same was stated by Singh et al (2017), who shows the relationship between thinking self-leadership and SE and intervention mechanisms where SE influences positively and significant sales performance. Research by Black et al (2019) also revealed that SE has a positive effect on the cohesiveness of a team; it was also found that there was a mediator role of high SE between emotional intelligence and team cohesiveness. High emotional intellect encourages the increase of SE, which results in improved team cohesiveness.…”