The Effect of Emotional Intelligence and Leadership Styles on Job Satisfaction

Yeşim MONUS; Sena ERDEN AYHÜN

doi:10.2478/fman-2024-0019

Figures & Tables

Conceptual model
(Source: Authors’ own research) — Conceptual model (Source: Authors’ own research)

Structural equation model
(Source: Authors’ own research)
(Variables used in the research: BD: individual support, DK: using emotions, EU: intellectual stimulation, IEA: idealized influence-attributed, IED: idealized influence-behavior, İT: job satisfaction, IVM: inspiring motivation, KDD: evaluating your own emotions, KÖ: contingent reward) — Structural equation model (Source: Authors’ own research) (Variables used in the research: BD: individual support, DK: using emotions, EU: intellectual stimulation, IEA: idealized influence-attributed, IED: idealized influence-behavior, İT: job satisfaction, IVM: inspiring motivation, KDD: evaluating your own emotions, KÖ: contingent reward)

Results of the Measurement Model Source: Authors’ own research)

Structures/statements	Factor load
Transformational leadership (individual support) α = 0.969, CR = 0.972, AVE = 0.699
He/she spares time to nurture and guide me	0.810
He/she sees people not only as members of a group, but also as individuals	0.811
He/she helps me to improve my strengths	0.838
He/she reviews important decisions to determine whether they are appropriate	0.803
He/she seeks different approaches to solving problems	0.848
He/she allows me to look at problems from many different perspectives	0.879
He/she provides suggestions on how the assigned tasks can be performed in different ways	0.869
He/she makes me feel proud and enjoy working with him/her	0.860
He/she treats me in a way that creates respect for him/her	0.803
He/she shows that they are confident and strong	0.825
He/she clearly knows the importance of striving for a goal	0.808
He/she emphasizes the importance of having a common sense of purpose	0.819
He/she shows great interest and willingness when talking about things that need to be taken care of	0.795
He/she creates a motivative vision for the future	0.883
He/she expresses that he/she believes and trusts that the goals will be achieved	0.878
Transactional leadership (contingent reward) α = 0.897, CR = 0.928, AVE = 0.763
He/she helps me in return for my efforts	0.885
He/she discusses and specifies in detail who is responsible for achieving performance goals	0.878
He/she clearly explains what the performer can achieve in return when performance goals are achieved	0.873
He/she expresses his/her satisfaction when I fulfill what is expected of me	0.857
Emotional intelligence (using emotions) α = 0.853, CR = 0.887, AVE = 0.529
I always set goals for myself and do my best to achieve these goals	0.645
I have high internal motivation	0.699
I always encourage myself to do my best	0.705
Most of the time, I can understand why I feel some of my emotions	0.744
I can understand my feelings well	0.780
I really know how I feel	0.783
I always know if I'm happy or not	0.727
Job satisfaction α = 0.859, CR = 0.914, AVE = 0.781
I am quite satisfied with my current job	0.909
Most days I go to work eagerly	0.921
I find my job fun	0.817

Divergent Validity Results (Fornell and Larcker criteria) (Source: Authors’ own research)

	Transformational leadership	Transactional leadership	Emotional intelligence	Job satisfaction
Transformational leadership	(0.836)	-	-	-
Transactional leadership	0.833	(0.873)	-	-
Emotional intelligence	0.173	0.144	(0.727)	-
Job satisfaction	0.466	0.477	0.325	(0.884)

Demographic Characteristics and Other Information of the Respondents (Source: Authors’ own research)

		Frequency	Percentage
Age	18–30	119	22.0
	31–40	177	32.7
	41–50	189	34.9
	51 years and above	57	10.6
	Total	542	100.0
Gender	Female	271	50.0
	Male	271	50.0
	Total	542	100.0
Working period	Less than 1 year	19	3.5
	1–5 years	83	15.3
	6–10 years	96	17.7
	11–15 years	92	17.0
	16–20 years	73	13.5
	20 years and above	179	33.0
	Total	542	100.0
Role/position in the institution	Laborer	98	15.2
	Civil servant	170	26.4
	Specialist/assistant specialist	82	12.8
	Technical staff	33	5.1
	Lower level manager	28	4.4
	Intermediate level manager	94	14.6
	Senior manager	37	5.8
	Total	643	100
Sector	Public sector	276	50.9
	Private sector	266	49.1
	Total	542	100.0
	Total	643	100

Research Design (Hypothesis Tests) (Source: Authors’ own research)

Variables			St. β	SS	t value	P
Transactional leadership	Job satisfaction		0.295	0.079	3.757	0.000
Transformational leadership	Job satisfaction		0.220	0.077	2.871	0.004
Emotional Intelligence	Job satisfaction		0.253	0.041	6.179	0.000
Transactional leadership	Emotional intelligence	Job satisfaction	-0.001	0.097	0.007	0.994
Transformational leadership	Emotional intelligence	Job satisfaction	0.173	0.097	1.782	0.075

Divergent Validity Results (HTMT criteria) (Source: Authors’ own research)

	Transformational leadership	Transactional leadership	Emotional intelligence	Job satisfaction
Transformational leadership	-	-	-	-
Transactional leadership	0.890	-	-	-
Emotional intelligence	0.181	0.159	-	-
Job satisfaction	0.505	0.536	0.371	-

Research Pattern Coefficients (Source: Authors’ own research)

Variables		VIF	R²	f²	Q²
Transactional leadership	Job satisfaction	3.263	0.305	0.037	0.233
Transformational leadership	Job satisfaction	3.294	0.305	0.014	0.233
Transactional leadership	Emotional intelligence	3.263	0.030	0.000	0.014
Transformational leadership	Emotional intelligence	3.263	0.030	0.009	0.014
Emotional intelligence	Job satisfaction	1.031	0.305	0.089	0.233

The Effect of Emotional Intelligence and Leadership Styles on Job Satisfaction

Figures & Tables

Figure 1.

Figure 2:

Results of the Measurement Model Source: Authors’ own research)

Divergent Validity Results (Fornell and Larcker criteria) (Source: Authors’ own research)

Demographic Characteristics and Other Information of the Respondents (Source: Authors’ own research)

Research Design (Hypothesis Tests) (Source: Authors’ own research)

Divergent Validity Results (HTMT criteria) (Source: Authors’ own research)

Research Pattern Coefficients (Source: Authors’ own research)

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