A study on the relationship between leadership style , emotional
intelligence , self-efficacy and organizational commitment: A case study of
the Banking Industry in Taiwan
by Ming-ten Tsai, Chung-lin Tsai, Yi-chou Wang
Psychology › Miscellaneous Papers
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Related research Journal of Business Management (2011)
Volume: 5, Issue: 13, Pages: 5319-5329
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openurl.ac.ukWorldCat®Google ScholarEdit library access linksAbstract
The purpose of this study is to analyze by means of a quantitative research method the impacts among the emotional intelligence and leadership style, self-efficacy and
organizational commitment of employees in the banking industry in Taiwan. The research framework is primarily constructed based on Bandaras Social Cognitive Theory.
As a research design, the structural equation model is adopted to explore the relationship between research constructs. To test the model, the researchers employed
purposive sampling and collected a total of 251 copies of questionnaire as research samples from employees in the banking industry in Taiwan. This study has found that
a supervisors emotional intelligence has a significant positive influence on his/her personal leadership style, that a supervisor with high emotional intelligence is able to
perform excellent leading skills to elevate the employee self- efficacy, and that employees self-efficacy results in a significant positive influence on organizational
commitment. The present research empirically suggests that the emotional intelligence of a supervisor plays a mediating role in the relationship between the leadership
style of a supervisor and the self- efficacy of employees. Meanwhile, there have been few studies in the discipline of human resources concerning the influence of selfefficacy on organizational commitment. It is thus expected that the findings of this study serves to propel increasingly insightful research on the two constructs in the
discipline of human resources