Research Article
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Emotional competence and work performance: The mediating effect of proactivity and the moderating effect of job autonomy
Tae-Yeol Kim,
Daniel M. Cable,
Sang-Pyo Kim,
Jie Wang,
Corresponding Author
Tae-Yeol Kim
City University of Hong Kong, Kowloon, Hong Kong
Management Department, City University of Hong Kong, 83 Tat Chee Avenue, Kowloon, Hong Kong.Search for more papers by this authorDaniel M. Cable
University of North Carolina at Chapel Hill, Chapel Hill, NC, U.S.A.
Search for more papers by this authorSang-Pyo Kim
Jinju National University, Jinju, Kyongnam, South Korea
Search for more papers by this authorTae-Yeol Kim,
Daniel M. Cable,
Sang-Pyo Kim,
Jie Wang,
Corresponding Author
Tae-Yeol Kim
City University of Hong Kong, Kowloon, Hong Kong
Management Department, City University of Hong Kong, 83 Tat Chee Avenue, Kowloon, Hong Kong.Search for more papers by this authorDaniel M. Cable
University of North Carolina at Chapel Hill, Chapel Hill, NC, U.S.A.
Search for more papers by this authorSang-Pyo Kim
Jinju National University, Jinju, Kyongnam, South Korea
Search for more papers by this authorAbstract
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.
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