Employee job performance: The interplay of leaders’ emotion management ability and employee perception of job characteristics


Aim: The current study aimed to examine the relationship between a Leader’s emotional management capacity and Employee job performance with the mediating effect of an Employee’s perception of job characteristics.

Method/design: The research was based on a primary quantitative methodology in which responses were gathered from 100 participants through a 5-point Likert scale. Statistical tests of correlation analysis and mediation (regression) analysis were conducted.

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Research has identified the significance of emotions and mood in leadership effectiveness (James, Crawford, and Oplatka, 2018). Emotions and mood can influence the way employees to think, act and feel. According to the study by Diamantidis and Chatzoglou (2018), the performance of employees in an organisation depends upon many factors, including the workplace environment, training, and development, employee engagement, workload, and the culture within the organisation and leadership. However, leadership plays an vital role in job performance regardless of the leadership style (Lai et al., 2020).

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