Kelly Z. Peng

Effect of Middle-level Leader and Teacher Emotional Intelligence on School Teachers’ Job Satisfaction The Case of Hong Kong

Emotional intelligence (EI) has been an emerging topic for educational, psychological and management researchers and consultants in recent years. Despite the emerging consensus of its definition and evidence reported in business organizations, relatively little empirical evidence have been reported in the education literature. We conducted two studies to investigate the impact of middle-level leader and teacher EI on teachers’ job outcomes. In Study 1, 107 teachers were asked to list the attributes of successful middle-level leaders in their schools. In Study 2, 3866 school teachers and middle-level leaders were surveyed on their EI and job satisfaction level. Results provide supports concerning the impact of teacher and middle-level leader EI on school teachers’ job satisfaction. Implications are discussed.

The missing link between emotional demands and exhaustion

Purpose – The purpose of this paper is to preliminary explain the possibly complicated moderating effects of job resources. The paper specifies the missing link between job demand and burnout by focusing on the coping strategy argument.Design/methodology/approach – The paper preliminary supports the mediated moderation model of the missing link by a large sample cross‐sectional survey.Findings – The two coping strategies as mediators for the relationship between emotional demands and exhaustion are supported. Strong supports for the moderation effect of emotional intelligence on the relationship between emotional demands and the two coping strategies are found. Some support for the moderation of supervisor support on the relationship between deep acting and exhaustion are found.Research limitations/implications – The paper contributes to the job demands‐control‐support and job demands‐resources models, as the proposed model helps to explain the inconsistent results for the buffering effect of job resource...

Is More Feedback Seeking Always Better? Leader-Member Exchange Moderates the Relationship Between Feedback-Seeking Behavior and Performance

Feedback is information made available to employees in their work environment, whereas feedback-seeking behaviors (FSBs) help employees to evaluate proactively whether their work has met performance standards and their behavior is considered appropriate. Prior studies have provided a perspective on how the feedback-seeking contexts affect the emergence and development of FSBs. In this study, we extend that perspective by investigating when FSBs affect job performance so that we can understand whether more feedback seeking is always better. Adopting the relational view of leadership, we hypothesize that the FSB-performance relationship should be stronger for employees with low leader-member exchange (LMX) and in groups with low aggregate LMX and low LMX differentiation. Using a multilevel research design and a sample of 379 teachers in 25 groups, we find support for most of our hypotheses. We discuss the implications of the study for the FSB and the proactive behavior literature and suggest avenues for future research.

Beyond exchange and prosocial motives, is altruistic helping a valid motive for organizational citizenship behavior?

Purpose The argument in this study is that employees differ in their motives in helping their organizations when they know that they may not be paid back for their efforts. This paper aims to examine whether these motives will lead to greater extra-role contribution in an organization. Design/methodology/approach The data of 124 pairs of employee in China have been used to develop and test the measurement of an “altruistic helping of organization” (AHO) in a pilot sample. In addition, AHO had been then tested as a motive for organizational citizenship behavior (OCB) using data collected from 245 pairs of employees in China. Findings Data from 124 pairs of employees in China have been used to develop and test the measurement of “altruistic helping of organization” in a pilot sample. The authors have proposed and validated whether procedural justice and conscientiousness predict for a new OCB motive – AHO, which explains for an incremental predictive power over the existing motives of OCB, namely, instrumentality, social exchange with the organization, organizational concern, prosocial values and impression management, on a data collected from 245 pairs of employees in China. Research limitations/implications This is a cross-sectional study. In addition, the authors have only taken in samples in China, which may not be generalizable to other context. Practical implications Practitioners can devote resources to encourage employees to help without any consideration of returns. In addition, the fairness perception of organizational practices – procedural justice and individual characteristics – are necessary to induce AHO and other OCB motives. Social implications This research provides that the social implication of arousing the basic underpinning of driving OCB is altruistic motive and not egoistic. This finding helps to stimulate individuals to have more helping behaviors towards the organization. Originality/value This study provides solid evidence for the suggestion by the original proponents of OCB that the distinction between rewarded and unrewarded criterion is blurred in OCB literature. Our findings suggest that altruistic helping does exist and that this explains for a significant proportion of extra-role behavior.

Different Forms of Relationships Between Vocational Interests and Career Maturity in Chinese Context

This study explores the relationships between vocational interests and career maturity in the context of China. We tentatively hypothesize that realistic, conventional, and artistic interests have negative linear relationships with career maturity, whereas investigative, social, and enterprising interests have positive but curvilinear relationships with career maturity. Analyses of the data collected from 5,474 participants provide support for most of the hypotheses. Specifically, the results demonstrate negative relationships of realistic and conventional interests with career maturity, a U-shaped relationship of artistic interest with career maturity, and concave upward curve relationships of investigative, social, and enterprising interests with career maturity. These findings add to the literature on vocational interests and provide practical suggestions for individuals and career counseling practitioners.

Impact of Leader and Teammates’ Emotional Intelligence on My Satisfaction

This study investigates the impact of leader and teammate emotional intelligence on employee satisfaction. Based on emotion contagion and Conversation of Resources Theory, we test the possibility o...