From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior

Celeste P.M. Wilderom, YounHee Hur, Uco J. Wiersma, Peter T. van den Berg, Jaehoon Lee

Research output: Contribution to journalArticleAcademicpeer-review

5 Citations (Scopus)
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Abstract

The relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the sales-directed behavior of their employees. Objective sales data were collected one month later for each store. No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four-variable, three-path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales-directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or socio-psychological capital for non-managerial store employees. Implications for future research and more effective management of retail firms are discussed
Original languageEnglish
Pages (from-to)825-844
JournalJournal of organizational behavior
Volume36
Issue number6
DOIs
Publication statusPublished - 25 Mar 2015

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Emotional Intelligence
emotional intelligence
sales
employee
manager
performance
Republic of Korea
South Korea
mediation
Economics
Managers
Employee behaviour
Emotional intelligence
Psychology
electronics
firm
management
resources
Employees

Keywords

  • IR-95465
  • METIS-310201

Cite this

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title = "From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior",
abstract = "The relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the sales-directed behavior of their employees. Objective sales data were collected one month later for each store. No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four-variable, three-path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales-directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or socio-psychological capital for non-managerial store employees. Implications for future research and more effective management of retail firms are discussed",
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From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales-directed employee behavior. / Wilderom, Celeste P.M.; Hur, YounHee; Wiersma, Uco J.; van den Berg, Peter T.; Lee, Jaehoon.

In: Journal of organizational behavior, Vol. 36, No. 6, 25.03.2015, p. 825-844.

Research output: Contribution to journalArticleAcademicpeer-review

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AU - Hur, YounHee

AU - Wiersma, Uco J.

AU - van den Berg, Peter T.

AU - Lee, Jaehoon

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AB - The relationships among manager's emotional intelligence, store cohesiveness, sales-directed employee behavior, and objective store performance were investigated. Non-managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the sales-directed behavior of their employees. Objective sales data were collected one month later for each store. No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four-variable, three-path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales-directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or socio-psychological capital for non-managerial store employees. Implications for future research and more effective management of retail firms are discussed

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