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DOI: 10.1177/097226291001400102

2010 14: 13Vision: The Journal of Business Perspective Noorlaila Hj. Yunus, Noormala Amir Ishak, Raja Munirah Raja Mustapha and Abdul Kadir OthmanSuperior's Emotional Intelligence and Moderating Impact of Leader - Member Exchange

Displaying Employees' Organisational Citizenship Behaviour at the Workplace: The Impact of

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DISPLAYING EMPLOYEES ORGANISATIONAL

CITIZENSHIP

BEHAVIOUR

AT THE WORKPLACE THE

IMPACT OF

SUPERIOR S EMOTIONAL INTELLIGENCE

AND

MODERATING IMPACT OF

LEADER

MEMBER EXCHANGE

Noorlaila jYunus,

Noormala

Amir Ishak, R a ja M uni ra h R a ja M us ta pha

an d

Abdul

Kadir

Othman

The aim of this study is to examine the impact ofsuperior s emotional intelligence EI) and leader-member

exchange LMX) on organisational cit izenship behaviour OCB). Using a sample of 200 supervisor

subordinates dyads working in four financial institutions located in Klang alley Malaysia, this study

hypothesised that emotional intelligence

and

leader-member exchange would have a stronger relationship

to organisational citizenship behaviour. The results revealed that use

of

emotions UOE), other s emotions

appraisal OEA), and regulation ofemotion ROE) were the dimensions

of

emotional intelligence to predict

employee organisational citizenship behaviour. Both UOE

and

OEA shared the samefindings with

52 7 of

the variance on conscientiousness respectively. On the other hand, OEA was also

found

to be significantly

influencing sportsmanship with only

6 3

of the variance

and RO

was

found

to predict civic virtue with

26 7

of the variance. Meanwhile,

MX

ofsubordinates was

found

to moderate the relationships between

only one EI dimension and OCB-civic virtue. A difference between male and female emotional intelligence

and organisational citizenship behaviour were also analysed. Future research

and

practical implications

are also discussed.

Key

Words: Emotional Intelligence, Leader-Member Exchange, Organisational Citizenship Behaviours,

Work Behaviours

INTRODUCTION

W

ork behaviour, according to Stephen 2004 ,

is a term used to describe behaviour one uses

in the workplace and is normally formal

compared to other types of human behaviour and this

varies from one profession to the other. The world is

looking forward to high performance organisations that

would provide high job satisfaction to their employees

a n d w o ul d also cherish excellence and effectiveness. This

could be achieved

if

we could develop organisational

citizenship behaviour OCB . Emotional intelligence EI

reflects the ability to read and understand others in the

social contexts, to

detect

the nuances of emotional

reactions, and to utilise such knowledge to influence

others through emotional regulation and control.

Organisations now emphasise the need for leaders

to take on new roles of facilitating, coordinating, and

orchestrating the work behaviours

of

others. For decades,

leadership scholars have sought to identify the personal

qualities and characteristics that contribute to leadership

effectiveness. On the other hand, a review

of

the research

reveals that relative to perceived organisational support,

LMX is a better predictor

of

OCB Deluga, 1994; Settoon,

Bennett and Liden, 1996 . Deluga 1994 found a positive

relationship between employee O and the quality of

LMX. Leader-member exchange describes how leaders

develop different exchange relationships over the time with

their various subordinates as they influence each other

Gutknecht, 2004 . Both EI and OCB are important in the

human resource management perspective.

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· unus Ishak Mustapha

and

Othman

Statement

of

the

Problem

Competition within organisations is one

of

the challenges

that the management in banks must take into account. To

compete, the banks must fmd strategies to overcome the

challenge. For instance, banks need employees who are

competitive, valuable, rare and well organised. Malaysia

needs a strong and efficientworkforce inevery organisation

to

sustain competitive advantage. Organisations

in

Malaysia such as banks need employees who constantly

exert discretionary behaviour that exceeds their formal role

requirements and improve the overall functioning

of the

organisations. By creating cit izens, rather than mere

employees, organisations hope to employ individuals who

will exhibit behaviours beyond theirjob descriptions (Katz,

1964). There is an urgent need to study OCB in the banks

because

of

thebusy working place. This study concentrates

on the non-supervisory level because they are more likely

to display extra-role attitude (Organ, 1998).

The objectives

of

the study are thus:

1. To examine the relationship between a superior s

EI on an employee s performance OCB.

2. To

determine

is

there any differences

of

Organisational Citizenship Behaviours between the

male and female subordinates in the banks?

3. To determine is there any differences

of

Emotional

Intelligence

between

the male an d female

supervisors in the banks?

4. To examine does leader member exchange (LMX)

moderate the relationships between leader s EI and

OCB? (conscientiousness, sportsmanship, altruism

and civic virtue).

Leader s

Emotional Intelligence Defined

Research today is focusing on the impact

of

leader s EI

to organisational success. Goleman, Boytzis, and McKee

(2002) suggested that a leader s EI significantly impacts

organisational success. Leaders who dominate the EI

competence drive a positive direction to others (Schmidt,

2006; Wongand Law, 2002). They suggested that leaders

who are competent in EI have the ability to improve

interpersonal relations resulting in increased motivation,

morale, commitment, an d performance. Emotionally

intelligent leaders have the ability to perceive, understand

better, and regulate emotions more effectively. Leaders,

who use their EI and display care and concern for others,

display positive mood, show empathy, give fair treatment

and show respect for others (Goleman, 1998; Goleman.,

et al.

2002), may be more successful and may be able to

create conducive working environment. According to

Gardner and Hatch (1989), leaders who are competent in

EI appear to be happier and experience greater personal

and organisational success. Further, according to Farh,

Podsakoff and Organ (1990) a leader s competency in EI

should influence the employees in performing OCB and

this outcome is considered important for organisational

success. Emotional Intelligence has been a concern to

r es ea rc he rs l at el y s in ce 1990. M an y r es ea rc he rs

(Cartwright and Constantinos, 2008; Prati , Douglas,

F er ri s, A mm et er

an d

Buckley,

2003; R ohana,

K am ar uz am an a nd Z an ar ia h, 20 09 ; Rom ut. , 2004 ;

Rozman, 2007; Schmidt, 2006; Shaffer and Shaffer, 2005;

Shahril Marzuki, 2007) are putting their great efforts to

study the concept

of

emotional intelligence.

Organisational Citizenship

Behaviour

Defined

Organisational citizenship behaviour represents a very old

human conduct

of

voluntary action and mutual aid with

no request for

payor

formal rewards in return. Subordinates

impulsively go beyond the employment contract and carry

out-non-obligatory

tasks

without expecting

explicit

rewards and recognition (Organ, 1988). They are often

described as behaviours that go above and beyond the

call of duty. E mp lo ye es w ho p er fo rm c it iz en sh ip

behaviours are considered good soldiers (Organ, 1988)

for their effort contributed without formal exchange or

reward inthe employment contract. Organ (1988) provided

a multi-dimensional scale

of

OCB. The scale consists

of

five dimensions that make up the OCB construct which

are altruism, conscientiousness, sportsmanship, courtesy

and civic virtue. Organ (1988) has defined OCB as having

at least these three characteristics: (a) the behaviour is

discretionary; (b) the behaviour is not directly or explicitly

recognised by the formal reward system; and (c) in the

aggregate, the behaviour promotes the effective functioning

of

the organisation. Although most scholars agree on the

multidimensionality

of

the OCB construct, a review

of

the

literature

reveals

a lack

of c on se ns us a bo ut

its

dimensionality Somech and Drach-Zahavy,

2000).

Podsakoff

et aI.

(2000) identified almost 30 potentially

different forms

of

OCB and categorised them into seven

dimensions based

on

prior conceptualisations and

taxonomies

of

OCB (Organ, 1988; VanDyne, Graham and

Dienesch, 1994) . The seven dimensions are helping

behaviour, sportsmanship, organisational

loyalty,

organisational compliance, individual initiative, civic

virtue, and self-development due to the overlapping

of

the

behavioural elements

of

OCB. Williams and Anderson

(1991) have suggested that certain elements are to be

combined into conceptually distinct subgroups based on

the targets

of

these behaviours. Williams and Anderson

(1991) found a two-dimensional structure

of

OCBs, and

VISION The

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Displaying Employees Organisational Citizenship Behaviour at the Workplace

•

15

defined it as: (1) benefits directed at the organisation

general (OCBO), such as performing duties that are not

required but which improve organisational image and

performance, and (2)benefits directed at individuals within

theorganisation (OCBI), such as altruism and interpersonal

helping colleagues who have heavier workloads.

Over

the years, the topic of Organisational

Citizenship Behaviour (OCB) has generated a considerable

amount

of

scholarly attention (Lievens andAnseel, 2004).

It is now

firmly

believed that the effective functioning

of

an organisation depends largely on employees' efforts that

extendbeyond formal role requirements (Garg andRastogi,

2006). Despite the fact that the concept of OCB has

expanded into a variety of

different domains and

disciplines, including human resource management,

marketing, and health administration and many others.

OCB was fIrst used by Organ to denote organisationally

beneficial behaviour

of

workers that was not prescribed

but occurs freely to help others achieve the task at hand

Bateman and Organ,

1983 .

OCB is defined as

performance

that supports the social and psychological

environment in which task performance takes place

(Organ, 1997, p.95). The practical importance ofOCB is

that they can improve organisational eff iciency and

effectiveness by contributing to resource transformation,

innovationand adaptability (Organ, 1988;P.M., Podsakoff

MacKenzie, Paine and Bachrach, 2000; Williams and

.Anderson, 1991)

Leader-Member

Exchange Defined

A review

of

the research works reveals that relative to

perceived

organisat ional support , LMX is a better

predictor of OCB (Noormala and Syed, 2009; Organ,

1988; Settoon et al., 1996; Steward and Johnson, 2009).

Leader-member exchange (LMX) theory suggests that

leaders are differently perceived by their subordinates

within the work unit (Dansereau, Graen and Haga, 1975;

Graen, Novak, and Sommerkamp, 1982). Many studies

(Connell, 2005; Gutknecht, 2004; Noormala and Syed,

2009) have been conducted to investigate the role of

supervisors in their relat ionship with

subordinates.

Leader-member exchange describes the relationship

between

a

leader

and a subord ina te and how they

influence

each

other in an organisation and their

interdependencies (YukI, 1999).The key premise ofLMX

theory is that the exchange relationship between a leader

and a member has an influence on many organisational

outcomes. Recently, LMX has been related to behaviours

such as OCB (Deluga, 1994; Hui, Law, and Chen, 1999;

Liden, Wayne and Sparrowe, 2000; Settoon eta ., 1996

Emotional Intelligence and OrganisationalCitizenship

Behaviour between Genders

Although Organ and Ryan (1995) in their meta-analysis

provided no indication of differences in OCB between

men and women, several scholars have explored issues

concerning

OCB

and gender direct ly by providing a

theoretical explanation as to why women are more likely

to engage in OCB compared to men. Meanwhile , in

Malaysia, Foo (2003) failed to show that gender was

associated with OCB but there were some past studies

done by Farh, Earley, and Lin (1997) and Lovell, Kahn,

Anton, Davidson, Dowling, Post and Mason (1999) that

found some differences. Meanwhile, there was evidence

that women performed higher levels

of

OCB than their

male counterparts

Lovell

et al., 1999 .

Previous

investigations have also revealed that women are more

concerned than men in helping others (Bridges, 1989).

According to George, Caroll, Kersnick and Calderon

(1998) women spend more time helping and providing a

higher quality

of

help than men. Results from past studies

(Farrell and Finkelstein, 2007; Lovell et al., 1999) have

also provided support for differences in OCB across

gender. In thei r study

of

109 resident advisers

of

a

university, Lovell

et al., 1999

found

that women

rece ived higher OCB scores

than men. Farre ll and

Finkelstein (2007) also reported similar findings whereby

female employees were more likely to participate in OCB

as opposed to male employees. On the other hand, a study

by Kathleen (2008) has proven that female scored higher

EI than male. Some gender differences were found, with

supervisors rating females higher in adaptability and

service orientation, while peers rated females higheron

emotional self-awareness, conscientiousness, developing

others, service orientation, and communication. Direct

reports scored males higher in change catalyst.

Past Studies Emotional Intelligence and

Organisational

Citizenship Behaviour

Emotional intelligence serves important functions in

human behaviour (Shaffer and Shaffer, 2005). Emotional

intelligence also is said to enhance OCB (Abraham, 1999;

Carmeli, 2003). This is because emotional intelligence

encompasses the human skills

of

empathy, sel f

awareness, self-regulate, soft skills, motivation, self

control and adeptness ' in relationships (Cadman and

Brewer, 2001 . These traits will enable employees to

understand the fee lings

and

emotions

of

others

surrounding them. As a result, these behaviours will assist

them to respond better than those with low EI. Employees

with positive or high EI would engage in OCB as

postulated in the exchange theory (Staw, Sutton and

VISION-The Journal

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5/13

· unus Ishak Mustapha and Othman

P el le d, 1 99 4) . An employee

with

high

emotional

intelligence is one who is skilled in

evaluating,

expressing, regulating and utilising his / her and others

emotions (Salovey an d Mayer, 1990). As such, the

employee knows not only how to manage emotions in

the self, but also in others. Previous studies showed that

these dimensions are important to OCB (Eljadi, 2007;

Staw et al. 1994). Based on the social exchange theory

(Blau, 1964), employees affective commitments to their

organisation might trigger the need to display OCB or

the willingness

to

engage in such behaviours, whereas

EI enables them to actively engage in these behaviours

more often and more effectively.

METHODOLOGY

Sample and

Data

Collection Procedures

A cross-sectional research design was used to examine

the relationship between quality

of

EI, LMX and OCB.

Data w ere c ol le ct ed t hrou gh p ri nt ed q ue st io nn ai re s

personally administered at various financial institutions

situated in Klang Valley, Malaysia. The questionnaires,

which were numbered in paired sequence, were given to

the r esp ec ti ve s up er vi so rs a nd t hey w ou ld t hen be

distributed

to their subordinates depending on the

managers span

of

control. The unit

of

analysis

of

this

study was dyad. The respondents were the managers or

supervisors and bank s non-supervisory employees. The

collected data was processed by using computer based

software system -SPSS version 16. The respondents

demographic

data; males , females, married , single ,

divorced, ethnic group, education qualification and length

of service, were included to ensure representativeness.

Measures

Emotional Intelligence

Th e present

study

used Wong

an d

La w 2002)

measurement for EI (WLEIS). This is a short 16-item

measure

of

EI that closely aligns with Sal ov ey a nd

Mayer s (1990) original conceptualisation of EI. WLEIS

measures four (4) dimensions

of

EI namely the self

emotions appraisal (SEA), other s emotions appraisal

(OEA), use ofemotion (DOE), and regulation

of

emotion

(ROE). Items are measured on a 7-point Likert scale

ranging from 1 (strongly disagree) to 7 (strongly agree).

The measure was adopted fromthe original WLEIS, 2002.

Organisational Citizenship Behaviour

The measure comprised 24-item OCB scale developed

by Podsakoff MacKenzie, Moorman, and Fetter (1990)

has been used to assess five dimensions ofOCB proposed

by Organ (1988). Subsequent to factor analysis, courtesy

was dropped from the original dimension due to factor

loading an d

lo w

communalities

below

.5).

Fo r

the

purpose

of

this study, the dimensions used were OCB

altruism, conscientiousness, sportsmanship and civic

virtue. Responses to all items were based on a seven

point Likert-scale ranging from 1 (Strongly Disagree) to

7 (Strongly Agree). The in-role measurement was used

and added to the questionnaire. The in-role items were

adapted from Williams and Anderson (1991) consisting

of seven items so that the variance accounted for by OCB

versus in-role behaviours could be isolated (Podsakoff

et al.

1990; Williams and Anderson, 1991). The in-role

scale used a response format ranging from 1= Strongly

Disagree to 7= Strongly Agree on a 7-point Likert

scale. Some demographic variables such as age, gender,

marital

status,

education

a nd e xp er ie nc e w er e al so

included as the control variables.

Current Status of Each

Construct

/ Variable

Descriptive statistics such as mean, standard deviation,

minimum and maximum were

used

to determine the

current status

of

each construct in this study (Table 1).

On

th e

other hand, the Pearson rh o correlation

coefficient (r) is used in this study. The direction of the

association or relationship is indicated by the - and +

signs. The value can range from -1 indicating a perfect

negative o r r ev er se r el at io ns hi p, 0 indicating no

relationship and +1 indicating a perfect relationships,

Coakes and Steed, 2 00 6). The c orre la ti on s

among

variables are displayed in Table 2.

Table 2: C h i-s qu a re R es ul t s Factors in Operational

Dimensions)

I I I I I

Coefficientof

Elcrnentsof El

lin lax

h an

Std deviation

variation «\ (nn)

1.UOE 100 7.00

5,75

0.84

14.7

2. ROE 1.50 7.00

5.35 0.88

16.5

1 SEA 2.67

7.00

5.70 0.77 13.6

4.0EA

2.50 7.00 5.09

0.79

15.6

5.CON 1.40 7.00 4.93 0.79

16.1

6.SPT

1.67

7.00 3.96 1 11 28.3

7.ALT

1.60

7.00 5.13

0.75 14.7

H V

2 00 6 67 17.2

9.LMX 2.44 6.89 5.14

0,93

18.2

10.IN ROLE

1.80 7.00 5.20 0.76

14.7

Note: 1= Strongly Disagree, 2= Disagree, 3= Moderately Disagree, 4=

Neutral, 5=Moderately Agree, 6=Agree, 7=Strongly Agree Note: UOE=

use of emotion, ROE= regulate o f emotion, SEA= self-emotions appraisal,

O E A= o th er s e mo ti on s a pp r ai sa l, C O N= c on sc ie nt io us ne ss , S PT =

sportsmanship, ALT=altruism, CV= civic virtue, LMX= leader-member

exchange, IN-ROLE=in=role behaviour

VISION The Journal of Business Perspective· Vol.

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•

17

Table 2: Correlation Matrix

Variable l\lcan

SD 1 2 3 4 5 6 7 8 9

1. UOE

5.75

0.84 .91

2. ROE

5.35 0.88 .531**

.88

3. SEA

5.70 0.77

.641 ** .538** .84

4 . 0 E A 5.09 0.79

.368** .415** .355**

.83

5. LMX

6.89 0.93 -.054

.000

-.070 -.188** .92

6. IN-ROLE 5.20 0.76 .397** .419**

.320**

.251 ** -.054

.91

7. CON

4.93 0.79 .226** .345** .189** .252** -.050 .681** .77

8. SPT

3.96 1.11

.032 .087 .041

-.056 .041 .093

-.109 .74

9. ALT

5.13

0.75 .306** .376** .288** .305** -.092 .647** .653** .078

.81

10.CV

4.88 0.83 .172* .309** .191** .189**

.038 .498**

.516** -.093

489**

.65

* Correlation is significant at the 0.05 level (2-tailed)

**Correlation is significant at the 0.01 level (2-tailed). Diagonal entries indicates Cronbach s alpha reliabilities

Hypotheses Testing

HI: There is a difference oforganisational citizenship

behaviour between the male and female subordinates

in the banks.

H2: There is a difference emotional intelligence

between the male andfemale supervisors in the banks.

H3: There is apositive

and

significant influence between

superior s emotional intelligence SEA, OEA, UOE,

ROE

and organisational citizenship behaviour

Altruism,

Conscientiousness,

Civic

Virtue

and

Sportsmanship)

H4: LMX does moderate the dimensions of emotional

intelligence EI) and OCB

Reliability Analysis

Cronbach s Alpha was used for all the scales. From the

table, it shows that the reliability coefficients for the study

variables (EI, LMX, and aC range from .65 to .92

(Table 3)

wh ich c on cu r wit h Seka ran s 2 005 ) a nd

Nunnally and Bernstein (1994) minimum acceptable level

of 0.6 and 0.7 and (Kerlinger and Lee, 2000) with 0.5

and 0.6 for social science. According to Kelinger and

Lee (2000) the reliability values as low as .50 and .60 are

acceptable depending upon the scale / the importance of

the decision made.

Table 3: Reliability of the Study Constructs

No

Contract No. of Items

Reliability

Current

Study)

1. DOE 4

.91

2.

ROE 4 .88

3.

SEA

4 .84

4. OEA 4 .83

5.

LMX 9

.92

6.

IN-ROLE

5

.85

7.

CON

5

.77

8. SPT 3 .74

9. ALT

5

.81

10.

CV

3

.65

Theoretical

Framework

IV

Superior s EI

(SEA, OEA, UOE, ROE)

Leader - Member

xch nge

OCB

Altruism

Conscientiousness

Civic Virtue

Sportsmanship

DV

Note: UOE= use of emotion, ROE= regulate of emotion, SEA= self

emotions

a pp ra is al , O EA= o th er s e mo tio ns a pp ra is al , C ON =

conscientiousness, SPT= sportsmanship, ALT=altruism, CV= civic virtue,

LMX= leader-member exchange, IN-ROLE=in=role behaviour

MV

Figure 1: Illustrates the Expected Relationship among the

Variables

VISION-The

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7/13

18·

unus Ishak, Mustapha

and

Othman

Hierarchical

multiple

regressions

were used to

investigate the relationship between the predictor

Testing Hypotheses 1

HI: There is a difference oforganisational citizenship

behaviour between the male and

female subordinates

in the banks.

H3: There is apositive and significant influence between

a leader s emotional intelligence SEA, OEA, UOE, and

ROE

and organisational

citizenship

behaviour

Altruism,

Conscientiousness,

Civic Virtue

and

Sportsmanship)

Control

Variables

Age

-.072 .002

-040 -.026

Marital status

-.040 .121 .026

-.028

Gender

-.071 .036 .030 -.006

Education

-.012 .000

-.054 -.007

Experience

.094 .116 .015 .070

In-role

.696*** .161*

.599*** .450***

Predictors

UOE

-.121* -.055 -.036 -.115

ROE

.090 .122 .091

.174**

SEA

.040 .041 .033 .016

OEA .100*

-.161*

.099 .036

R

.527 .063

.454 .267

Adjusted R2

.500 .010 .423 .226

R2Change .021 .024 .023 .026

F Change 2.006

1.161

1.847

1.568

Significance

f

.096 .330 .122 .185

Change

1.888 1.842

2.063 2.117

Durbin-Watson

variables and the criter ion variables as posited in the

research

hypotheses.

Regression analysis is deemed

appropriate for this s tudy since both predictors and

criterion variables were measure on a continuous scale.

Four regression equations were estimated with the four

elements of OCB, namely, conscientiousness (CON),

sportsmanship (SPT), altruism (ALT) and civic virtue

(CV) as the dependent variables, and four elements of

EI, namely, use ofemotions (DOE), regulation ofemotion

(ROE),

self-emotions appraisal

(SEA),

and

other s

emotions appraisal (OEA) as the independent variables.

In-role and demographic variables were used as control

variables. Table 8 summaries the results, which revealed

that use

of

emotions (DOE), other s emotions appraisal

(OEA), and regulation of emotion (ROE) were

the

significant dimensions of emotional intelligence to

predict employee organisational citizenship behaviour

(OCB). Both

DOE

and

OEA

shared the same findings

with 52.7 of

the

var iance on

conscientiousness

respectively. On the other hand, OEA was also found to

be significantly influence sportsmanship with only 6.3

of

the variance and ROE was found to predict civic virtue

with 26.7

of

the variance.

Table 6: Summary of the Influence of EI on OCB

Note: ***significant the .0.1 lev el, ** significant at the 0.5 level, *

significant at the .1 level

Dummy coded ?a Male= I b Femal e= 0, a Single=l, b. Married=OUOE=

use of emotion, ROE= regulate of emotion, SEA= self-emotions appraisal,

OEA= other s emotions appraisal , CON= conscient iousness,

SPT=

sportsmanship, ALT=altruism, CV= civic virtue,

LMX=

leader-member

exchange, IN-ROLE=in-role behaviour.

N=200

N=200

5.0865

4.8838

.001

.014

Mean

Mean

5.8193

5.6506

.022

.000

Variable

CIVIC VIRTUE

Male

Female

Equality

of

Variances Sig.

Sig. (2 tailed)

Variable

DOE

Male

Female

Equality

of

Variances Sig.

Sig. (2 tailed)



H2: There is a difference of emotional intelligence

between the male

andfemale

supervisors in the banks?

The tes t of equality of variances (Levene s test)

shows that the variances

of

the variable DOE for the two

groups are not equal (p-value>0.05). The results further

indicate that there is evidence of significant difference

in the mean

of

DOE

between

the male and female

supervisors in the banks as shown by the p-value


8/13

Displaying Employees Organisational Citizenship Behaviour at the Workplace • 19

MANAGERIAL AND RESEARCH IMPLICATION

Table 6: Summary of the Influence of EI on OCB

X

ow

~ i g h

3.00

.00

.00

4.40

From the pract ical perspective, the results shed new

information about elements that may influence OCB

towards achieving organisational effectiveness. The

findings form the basis for useful recommendations for

Malaysian managers who are concerned with the high

W 4.80

s

o

s

(3 4.60

Pertaining to CY, LMX was established to significantly

moderate the relationships betweenEI and CY.R2 change

of .033 indicates that the inclusion

of

interaction terms

between EI and LMX variables produced significant

increments to the effect size of8.4 (F (15,183)

=

2.084,

p .085). The relationship between SEA and CY was

significantly moderated by LMX (?

=

-.1489, p


9/13

· unus Ishak Mustapha

and

Othman

economic cos ts of obta in ing and reta in ing the ir

workforce, can be encouraging in the practice

of

OCB

for long-term organisational success. Findings regarding

OCB are also important for employees. The findings may

help to clarify to employees the kinds

of

behaviours that

are implicitly valued by employer and are important for

the future. Next, managers may appreciate the degree to

which they can influence their employees through EI.

Since it has been establi shed that EI

affects work

behaviours of employees

in organisations,

the

management should consider selecting

staff

with high

EI and developing the EI skills and abilities so that the

human capital is ready to pursue particular strategies

of

customer intimacy, care and nurturing. Even though, the

findings shows significant result on LMX and OCB,

future research is thus needed to more fully understand

the role ofsubordinate-LMX and OCB. Practitioners can

also benefit from the study through the understanding of

how relationships portrayed by the superiors can

playa

major part in influencing subordinates to perform work

that goes beyond their

job

scope without expecting to be

rewarded (OCB).

CONCLUSIONS

Overall, the fmdings

of

this study provide information

for organisational leaders specifically those in financial

institutions on how to develop their leaders and create

environments where valued outcome such as citizenship

behaviours can occur. The findings also suggest that those

insti tut ions should s tr ive to enhance the leader 's EI

abilities. The HR people may want to emphasise the

abilities in appraising and expressing emotion, utilising

empathy, displaying care and concern for others, and

using

emotion

to c reate and main posit ive work

environments. To compete, these abilities appear to offer

significant value for leaders who want to develop their

employees and enhance employee performance of

citizenship behaviours. Although other kinds

of

strategies

and initiatives may increase competitiveness but it is

proven that stressing on the importance of employee

actions that are not specifically designated in their formal

job

descriptive can produce similar results. Thus, HR

people must take actions on the importance

of

EI. Past

studies have proven that there is a relationship between

EI and work outcomes / behaviours (Prati

et al. 2003 .

Dulewicz, Higgs, and Slaski (2003) found that there was

a high correlation between various measures

of

morale

and stress at work and EI (Slaski and Cartwright, 2003).

The study also found significant relationships between

EI and employee's current job performance (Lam and

Kirby, 2002). Ca rmel i 2003) found a relationship

between EI and work attitudes, behaviours and outcomes

among senior managers . The results showed that EI

enhance positive work attitudes, altruistic behaviour and

work outcomes, and moderates the effect

of

work-family

conflict on career commitment but not the effect on

job

satisfaction. Wong and Law (2002) found that EI is

significantly

correlated

with

jo b

performance

jo b

satisfaction, and OCB. Carmeli and Colkoglu (2005)

found positive

relationship between affective

commitment and OCB-altruism was stronger for high EI

individuals.

LIMITATION

AND FUTURE SUGGESTIONS

This study helped to shed light on a number

of

important

relationships between EI, LMX and, OCB. Future studies

should incorporate more longitudinal design, so that the

influence

of

both EI and LMX on OCB can be accurately

examined. The same research could be duplicated with a

la rger sample for dif ferent regions within the

same

industry or across different industries/culture. Future

r esearch may wan t to explore this study by using

qualitative method and perhap s use evaluation

performance rather than a se lf-report s tudy which is

focused on perception. This could provide further

evidence with regard to OCB, EI and LMX.

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Business Perspective· Vol. 14· Nos. 1 January-June 2010




12/13


•

23

Noorlaila Hj Yunus nlail[email protected]) is a Senior Lecturer / Ph.D. Student, at

Universiti Teknologi MARA

Shah Alam,

Selangor, Malaysia. She did her M.Sc in Information Management from the


Malaysia and BBA Hons.) in

HRM from


Malaysia. Her research interest includes Human Resource Management, Administrative

Management and Organisational Behaviour.

Noormala Dato mir Ishak [email protected]) is a Professor and currently Dean

of

Faculty

of

Business Management,

UiTM Shah Alam Malaysia.

She holds a PhD in Human Resource Management from

Universiti Sains Malaysia

Malaysia, MBA in

Management and Organisation from

New Haven

USA and BSc in Management and Administration,

Indiana University

USA. Her

research interests include Human Resource Management, Human Resource Development, Management, Management

of

Change,

Organisational Behaviour and Organisation Design.

Raja Munirah Raja Mustapha [email protected]) is an Associate Professor at Faculty

of

Office Management,

Universiti

Teknologi MARA

Malaysia. She holds a PhD from

Universiti Putra Malaysia

MBA and Bachelors Degree from

Central Michigan

USA. Her research interest includes Administrative Management and Business Education.

bdul Kadir Othman [email protected]) is a Senior Lecturer at the Faculty

of

Office Management and Technology,


Malaysia. He is currently doing his PhD on the Influence ofEmotional Intelligence on Job Performance

in

Service Industry at the Faculty ofAdministrative Science and Policy Studies,


Malaysia. He has produced

a number

of

articles on various themes such as Human Resource Management, Employee Behaviour, Strategic Management and

Quality Management.

VISION-The

Journal

of

Business

Perspective·

Vol.

·

Nos. 1 January-June 2010




13/13

C o p y r i g h t o f V i s i o n ( 0 9 7 2 2 6 2 9 ) i s t h e p r o p e r t y o f M a n a g e m e n t D e v e l o p m e n t I n s t i t u t e a n d i t s

c o n t e n t m a y n o t b e c o p i e d o r e m a i l e d t o m u l t i p l e s i t e s o r p o s t e d t o a l i s t s e r v w i t h o u t t h e

c o p y r i g h t h o l d e r ' s e x p r e s s w r i t t e n p e r m i s s i o n . H o w e v e r , u s e r s m a y p r i n t , d o w n l o a d , o r e m a i l

a r t i c l e s f o r i n d i v i d u a l u s e .

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