article · Journal of Management Development
This study investigates how emotional intelligence among both employees and managers contributes to individual adaptive performance in workplace settings. Using a quantitative explanatory approach, the investigation collected data from multiple informants across twenty-four companies spanning various sectors, surveying fifty-seven managers and 204 team members. The findings show that an employee's emotional intelligence has a direct influence on their individual adaptive performance. In addition, a manager's emotional intelligence directly affects the adaptive performance of employees. The research also establishes an indirect link between emotional intelligence and adaptive performance, which is mediated by a servant leadership climate. By examining these connections across management and team levels, the work identifies the role of leadership climate alongside personal emotional capabilities in supporting worker adaptability.
Workplaces increasingly require staff to adapt to change. This research demonstrates that an employee's ability to adapt depends not only on their own emotional capabilities, but also on the emotional intelligence of their leaders. Furthermore, establishing a servant leadership environment within an organisation provides a supportive pathway that helps translate management capabilities into better employee adaptation.
Organisations and human resource teams seeking to improve workforce adaptability could apply these findings to guide leadership development and recruitment programmes. The research is an applied empirical study tested across twenty-four operational companies, but the abstract does not describe a ready-to-use product, diagnostic tool, or specific commercial pathway.
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Purpose The present research attempts to show the contribution of emotional intelligence and servant leadership climate to individual adaptive performance. The authors intend to explain the relations between the emotional intelligence of employees as well as of manager and the employee's adaptive performance. Moreover, this research assesses the significance of the mediating role of “servant leadership” climate in the relationship between the emotional intelligence of the manager and the employee's adaptive performance. Design/methodology/approach This research uses the quantitative research method and is included in explanatory research. Data collection used several informants for each organization. Data were collected using a sample of 57 managers and 204 team members spread over 24 companies belonging to different sectors of activity. Findings Employees' emotional intelligence directly influences individual adaptive performance. There is a direct influence of manager's emotional intelligence on individual adaptive performance. Then, there is an indirect influence of emotional intelligence on individual adaptive performance through the mediation of servant leadership climate. Originality/value The novelty of this research is in its effort to observe the multilevel mediation of servant leadership climate with other variables developed in the research model. No previous studies have found a relationship between employee and manager's emotional intelligence and individual adaptive performance.
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DOI: 10.1108/jmd-04-2021-0117
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