Emotional competence and work performance: The mediating effect of proactivity and the moderating effect of job autonomy
Version of Record online: 1 MAY 2009
Copyright © 2009 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 30, Issue 7, pages 983–1000, October 2009
How to Cite
Kim, T.-Y., Cable, D. M., Kim, S.-P. and Wang, J. (2009), Emotional competence and work performance: The mediating effect of proactivity and the moderating effect of job autonomy. J. Organiz. Behav., 30: 983–1000. doi: 10.1002/job.610
- Issue online: 2 SEP 2009
- Version of Record online: 1 MAY 2009
- Manuscript Accepted: 10 MAR 2009
- Manuscript Revised: 3 MAR 2009
- Manuscript Received: 21 JUL 2008
- Department of Management, City University of Hong Kong
This paper proposes and tests a model where emotional competence influences work performance through employees' proactive behaviors toward their supervisors. Results from 196 supervisor-employee pairs supported that emotional competence was positively associated with proactive behaviors, and proactive behaviors were positively associated with both task effectiveness and social integration. In addition, proactive behaviors significantly mediated the relationships between emotional competence and work performance, although this was mostly true of followers who had a higher degree of autonomy in their work. Copyright © 2009 John Wiley & Sons, Ltd.