D. BEVERLY ET AL.
& Tiong, 2005), which may allow the leaders to effectively rate
subordinates contextual performance behaviors. Results also
suggest that IT leaders who possess the EI skill of self-actuali-
zation are aware of and can positively rate subordinates’ dis-
play of cooperative, considerate, and helpful acts that create
interpersonal facilitation. The current research demonstrated the
existence of a relationship between leaders EI and subordinates
job performance. Findings can be interpreted to mean that hi-
gher levels of leader EI have a positive relationship with how
leaders rate subordinates’ display of acts beyond normal job
duties.
Understanding the specific relationship between leaders’ EI
and subordinate job performance may help leaders decide on
performance approaches with subordinates to support organiza-
tional effectiveness. Future studies can be used to explore the
benefits of EI on other leaders across a broad spectrum of in-
dustries. Additionally, it is recommended that future investiga-
tion examine EI inventory scores of male managers versus fe-
male managers and how those scores can impact their job eva-
luation performance. Finally, a larger sample size should be
examined to offer stronger and more generalizable findings
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