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This study developed and tested a moderated mediation model by examining the relationships between humble leadership (HL), emotional intelligence, employee conflict (EC), and creative performance (CP), using resource-based theory as the theoretical foundation. We conducted a cross-sectional survey of 322 employees and their immediate supervisors (n = 53) from the telecom sector in Pakistan. The data was analyzed using AMOS 21 and SPSS 26. The results demonstrate that HL has a positive effect on creative performance and a negative relationship with employee conflict. Furthermore, employee conflict has a negative impact on CP and mediates the impact of HL on CP. Moreover, a leader's emotional intelligence moderates the negative relationship between HL and EC. Finally, this study reveals that EI moderates the indirect effects of HL on CP. The conclusions and implications are discussed at the end of this paper. [ABSTRACT FROM AUTHOR]

The purpose of this study was to examine whether, how, and when trait emotional intelligence (EI) influences the relationships between operational stress and decision-making styles for personnel working in highly stressful professions. Data for this study were collected via a cross-sectional and voluntary survey from a sample of 268 professionals (doctors = 60, paramedics = 99, police = 50 and personnel from paramilitary troops = 59) who frequently encounter emergencies as a part of their jobs. Hierarchical regression analysis and PROCESS macro for SPSS was used to test hypotheses. Results indicated that EI significantly moderated the relationships between: i) operational stress and rational decision-making, and ii) operational stress and intuitive decision-making such that the relationship of operational stress with rational and intuitive decision styles was significantly positive when EI was high and significantly negative when EI was low. EI also moderated the relationships between: i) operational stress and dependent style and ii) operational stress and avoidant style such that these relationships were positive when EI was low, and negative when EI was high. Along with its theoretical contributions, this study offers several implications for practice that are discussed at the end. [ABSTRACT FROM AUTHOR]

This study explores the relations among the concepts of psychological empowerment, emotional intelligence, organizational cynicism and affective commitment. Existing research has not explored the combined effects produced via the mediating role that organizational cynicism plays along with the moderating role of emotional intelligence. The study addresses that gap by exploring the mediating role of organizational cynicism combined with expected moderation by emotional intelligence. The empirical results from a sample of 206 employees from service sector of Pakistan confirmed that organizational cynicism mediates the relation between psychological empowerment and affective commitment, and also mediates the relation between emotional intelligence and organizational commitment. Moreover, the results also revealed that emotional intelligence not only moderates the direct relation between psychological empowerment and organizational cynicism but also moderates the mediated indirect relation between psychological empowerment and affective commitment thus providing evidence of moderated mediation. Based on the results, the study also provides suggestions for management practitioners and recommends new direction for future research. [ABSTRACT FROM AUTHOR]

This research investigates the roles that emotional intelligence plays in the relations between self-efficacy and work effort, as well as between self-efficacy and career satisfaction, in Russian organizations. Correlation analysis and linear regression are used to assess the relations among self-efficacy, emotional intelligence, work effort, and career satisfaction. Gleaned from 422 female and male employees, and analyzed with the SPSS software, the empirical data confirm that emotional intelligence moderates the relations between both self-efficacy and work effort, and self-efficacy and career satisfaction. In addition to the results, also considered are recommendations for practice and implications for future research. [ABSTRACT FROM AUTHOR]